Mentoring & Coaching Employees

Mentoring & Coaching Employees


Mentoring & Coaching Employees- There are many different training and development methods. On-the-job training, informal training, classroom training, internal training courses, external training courses, on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioral development training, attitudinal training and development, accredited training and learning, distance learning – all part of the training menu, available to use and apply according to individual training needs and organizational training needs.

Coaching Employees

Coaching is all about helping employees at all levels improve. It helps both employees and managers become more accountable for their decisions and actions. And it reduces employee turnover while increasing your employees’ commitment to do the best job they can.

Employees and Managers should be given the support they need to perform their best, develop leadership skills, and grow to their full potential.

Activity-Mentoring Training

‘Activity-mentoring’ training is a highly productive and effective modern method of training and developing people in organizations, especially for staff in teams and departments, and for developing organizations themselves. The approach builds on management by objectives (MBO’s) principles, but is more participative, voluntary and inclusive. By comparison, MBO’s are a ‘one-way street’; isolated and individually separate, prescribed along a single-channel towards a task focus. Well-facilitated ‘activity mentoring’ is consensual, team-orientated, with a personal development and team building focus, across multiple organizational interfaces, particularly to and between management/subordinate/peer levels. Activity mentoring methods also help develop systems (not IT and processes, but overall systems: ie., how an organization works), organizations, management and communications, in an open, dynamic, organic, three-dimensional way. The activity-mentoring approach uses several integrated techniques which produce more reliable and relevant training outputs, in terms of individual skills, attitudinal development, and direct job and organizational performance improvement. The approach is facilitative rather than prescriptive, and broadly features:

  • strategic assessment of organizational and department priorities and ‘high-yield’ training needs
  • interpreted discussion with line-managers of training delegates and strategic managers of the Organization
  • pre-training skills/behavioral needs-analysis – all training delegates – and pre-training preparatory work
  • Small groups – practical workshops – short sessions – highly participative and situation/solution-based – focused on practical job issues, individual personality/learning style and organizational priorities
  • Individually agreed tasks and assignments – focused on practical priorities and individual needs
  • Follow-up coaching and mentoring one-to-one support – giving high accountability and reliable deliverables
  • Ongoing feedback and review with line-managers and strategic managers – coaching/task notes for line managers

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