Question
Develop a slide deck, with supporting notes, for use at the event. This should explain the concepts of coaching and mentoring, promote the benefits of both these approaches and set out the role that line managers should play in implementing formal coaching and mentoring schemes. You need to:
- Explain the terms of coaching and mentoring, their similarities and differences, their respective purposes and the key benefits for line managers and staff within the organisation.
- Assess at least three different types of coaching and three different types of mentoring that can be implemented in organisations.
- Evaluate the role of line managers in coaching and mentoring, highlighting any benefits and disadvantages to them taking on these roles
- Include three factors that need to be considered when implementing coaching in an organisation.
Solution
In this briefing paper, it is inclusive of recommendations to AZ Media Devices on the best practice of implementing the coaching and mentoring activities. Also, individual contributions as a qualified coach and mentor in the implementation of new coaching and mentoring culture have been put into account.
3.1 Contributions to further development of coaching and mentoring in an organisation
In order to be successful in improving the development of coaching and mentoring in an organisation, several recommendations can be developed. These recommendations are based on enhancing the successful implementation of coaching and mentoring at AZ.
Coaching and mentoring roles at AZ
Currently, AZ operates a coaching and mentoring practices which are implemented in an ad-hoc manner. The different roles in AZ are coaching and mentoring, and their function is as illustrated in table 1.
| Role | Function |
| Coach | Use their abilities of questioning in assisting the coachee to find their solutions to specific issues |
| Mentor | Sharing their experiences and advice for assisting a mentee in deciding on a specific solution |
| Line managers | Ensuring that the coaching and mentoring program is well designed and structured |
| Senior management | Supporting all the involved stakeholders in the mentorship and coaching to guarantee the success of the process |
| Finance manager | Making sure all the financial interests of all the stakeholders in coaching and mentoring are prioritised |
Table 1: Coaching and mentoring roles at AZ
In order for these different roles to be active, the Kılıç and Demir (2012) recommendation on adopting a structured approach can equally be recommended for AZ company. Having a structured approach would mean that all the identified roles are working in a more coordinated manner and progressively achieve the intended purpose of coaching and mentoring. These roles can quickly be filled by ensuring that AZ priorities on the interests of the holders of these roles and propritising om their understanding of the scope of the coaching and mentoring activities and all initiatives involved. The consequence of this would be increased efficiency in the filled roles and eventually having a successful coaching and mentoring program that assists AZ to achieve its intended objectives. However, the effectiveness of the different roles must be separated realistically and to identify any requirement or appointment required to put in place relevant opportunities to reflect, evaluate and improve all these roles in the program implemented.
Suggested role of HR and Learning Function and its fitness to the role of line managers
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