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Article – Creativity and Innovation
May 28, 2014
Article – Business Acumen – A Gut Feeling Or Can It Be Learned?
May 28, 2014

TTM associates Article

Organisations aim to create an environment of learning and development using a number of techniques and methods; some more effective than others. One of the most common methods used in training are coaching and mentoring. Training used alone increases productivity by 28% (Rock et al 2006), more importantly it is argued that the combination of training with coaching-mentoring increases productivity by 88%.

Therefore, it is of vital importance to realize that the latter processes are a way of learning as well as influencing behaviours that organisations need to have in place in terms of becoming more profitable to increase their organisational excellence.

Is There a Difference Between These Two?

Connor and Pokora (2007), outline that mentoring is presented as an ongoing relationship able to last for a long period of time, it is partly informal in nature and meetings can take place as and when the mentee needs advice. On the other hand however, coaching relationship has a set duration, with a well-structured body and all the meetings are scheduled on a regular basis. Clutterbuck (2008) says that the distinction of coaching and mentoring is that coaching in most applications addresses performance in some aspect of an individual’s work or life while mentoring is mostly related to much broader development, holistic and career progress.

Benefits For The Organisationarticle-coaching_mentoring_men

Organizations have a number of strategic benefits when implementing coaching and mentoring.
Whitmore (2004) states that coaching and mentoring may also lead to more creative ideas, to better use of skills and resources between the people of the organisation, may offer faster and more effective emergency response, offer greater flexibility as well as adaptability to change, more motivated staff and finally may enable cultural change. One may say therefore that bearing these in mind there is a significant identification of how betters skills may lead to improved and developed behaviours that may be exploited accordingly to benefit both the individual and the organisation. More importantly coaching and mentoring offer motivation and increase retention, it is without a doubt that coaching and mentoring are core processes and significant tools in terms of improving performance and retaining employees.

Coaching and mentoring can play a vital role in an organisation knowledge, development acceleration and maintenance, not only for new employees but for all employees. It may transform and influence behaviours that may lead to effective as well as increased organisational skills.

Therefore, organisations can significantly benefit through the use of coaching and mentoring improving organisational performance.

References

  • Clutterbuck, D. (2008) “What’s happening in coaching and mentoring? And what is the difference between them? Development and Learning in Organizations.”, Vol. 22, no. 4, pp. 8-10.
  • Conor, M. & Pokora, J. (2007) “Coaching and Mentoring at Work”, McGraw Hill Education, England.
  • Rock, D. & Schwartz, J. (2006) “The Neuroscience of Leadership” [Link]
  • Whitmore, J. (2004) “Coaching for performance, 3rd edn.” Nicholas Brealey Publishing, London.
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