5ICM

Introduction

As the HR and L&D Team Manager the author met with the Senior Management
Department to discuss and assess the requirement for implementing coaching and
mentoring within the organisation.

The purpose of this brief is to demonstrate how the approach to coaching and
mentoring can be formally embedded in daily practice. It is recognised the
organisation has recently diversified and changed its business needs, and
employees will need to learn new skills and gain knowledge in these areas.

Activity 1

According to Coaching and Mentoring, (Parsloe, E 1999) defines coaching as ‘a

process that enables learning and development to occur and thus performance to
improve’.

Whereas, mentoring is defined by (Clutterbuck & Megginson, 1999) as ‘off-line help

by one person to another in making significant transitions in knowledge, work or
thinking’. Coaching and Mentoring Network (2017).

The coaching concept focuses on meeting a specific objective within a defined time
period with the goal mainly being aimed at performance and development of certain
skills. Conversely mentoring is a more relaxed, fluid relationship with specific but
wide-ranging goals in a more relaxed process (Mentoring and Coaching, 2008).

Coaching would be appropriate for the development of customer care skills, allowing
the individual to reassess their own professional capabilities and allowing for
continuing professional development. By conducting one-to-one discussions, the
coach can identify the relevant strengths and weaknesses, drawing out information
from the coaches.

Mentoring is fitting for managing the transition of the organisation, e.g. developing IT
skills potentially lacking in some employees. An experienced employee can mentor
and support a less skilled employee by passing on their knowledge providing
guidance to help develop the employee improve.

Differences between Coaching and Mentoring:

The coaching relationship is: The Mentoring relationship is:

 Non-directive  Mentor has expected knowledge/experience
 Advice is not given  Specific advice is given
 Solutions focused  Maybe solutions focussed or explorative
 Belief that individuals hold the answers  Mentor has ‘real’ answers
 Based in present and future  Usually directive at some level
 Strengths focused  May/may not result in specific actions
 Commitment to specific actions  Can promote dependence on mentor
 Promotes high degree of independence  Uses skills of questioning, reflecting,
 Uses skills of questioning, reflecting and clarifying and telling.
clarifying
Table 14.2 – (Iszatt-White, M and Saunders, C 2017)

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The potential benefits coaching and mentoring brings for the different stakeholders:

Organisation Coaching:
 Improved organisational performance and excellence
 Improved organisational capability
 Higher return on investment/productivity
 Buy-in to organisational values and behaviours
Mentoring:
 Better recruitment and retention
 Better succession planning
 Organisations becoming better at adapting to change
 Increased productivity through greater job satisfaction
Coach  Improved team performance and efficiency
 Better communication/team work/relationships
 Greater clarity in goal, strategy and process
 Higher motivation/team spirit
Coachee  Improved performance and excellence
 Higher motivation and commitment
 More effective management of change processes
 Increased self-awareness and self-reflection
Mentor  Satisfaction from developing colleagues and from passing on
knowledge skills and expertise
Mentee  Knowledge, technical and behavioural improvements
 Better planning of career goals
 A wide network of influential contacts
 Increased confidence and self-awareness
(Bresser, F 2016) and (Renton, J 2009)

Coaching/mentoring benefits all, the coach/mentor is providing the help, the

coachee/mentee is receiving the help.

Coaching skills versus models, Sir John Whitmore’s simple method for goal setting
and problem solving is the GROW model, an acronym meaning:

Goal - what do you want to achieve?

Reality - where are you currently at?
Options - what steps need to be taken to achieve your goal?
Way forward - what will you do to move forward?

(Performance Consultants, 2017)

The GROW method is used for articulating goals, establishing current stage and
identifying options to facilitate solving problems and deciding on the nest way
forward. It encourages the coaches to evaluate the available learning options and
how these can be incorporated daily. By reflecting on different outcomes, the
coaches can become accustomed evaluating different situations and deciding the
outcome they think is most appropriate.

Using a coaching model enables the coachee/mentee to discover how they can
improve and develop their own leaning by identifying and overcoming possible
barriers. It is appropriate for this organisation because it focuses on realistic goal
setting, problem solving and deciding the best options for progression.

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ICF (2009) reports that 80% of those who have received coaching report increased
self-confidence and over 70% benefit from improved work performances. These
statistics are broadly supported by a Better Perspective (Coachfederation.org 2017)
and (A Better Perspective 2010).

The Coaching and Mentoring Network website provides the many different types of
coaching and mentoring available and how it is beneficial. These are a selection:

 Performance coaching focuses on improvement in skills and competencies to

aid enhanced performances and the overall efficiency of employees.
Developing the employees’ competencies leads to a boost in confidence and
enables personal goals to be achieved.

 Career coaching is helpful for the coachee if they want to progress in their
current role or make changes in their work life. The coach’s aim is to assist in
helping the coaches to make informed decisions about their future and move
forward in their career progression. This is good for employee retention as
individuals will be motivated to remain with their employer if the possibility of
promotion is achievable.

 Employee coaching is about having a coaching culture for employees in the

workplace environment to enhance capabilities and help reach their full
potential. Implementing a coaching culture is an effective tool for increasing
motivation and performance management.

There are many different methods of mentoring such as:

 Reverse mentoring involves a younger individual mentoring a more mature

person as the mentee, for example, when new things are introduced in the
workplace, such as technology.

 One to One mentoring is where the mentor is matched with the mentee. This
is a more favourable type of mentoring as it enables both parties involved to
form a more personal relationship. The mentee is able to receive support
individually.

 Group Peer mentoring is useful there is. A lack of mentors. It allows for
individuals of equal standing and possibly in similar roles to come together,
acting as both mentor and mentee to discuss various issues whilst sharing
knowledge and experiences (Coaching and Mentoring Network, 2017).

CIPD (Coaching at the Sharp End, 2009) – The Role of Line Managers in Coaching
at Work provides a good insight into the effectiveness of using line managers as
coaches.

It is stated there is divided option about the degree to which line managers
endeavour to accomplish all the needs required for coaching. A manager might
possess the relevant coaching skills however the expectation is that it could be
inappropriate to support the confidentiality and rapport is automatic which comes
with the coaching relationship. If the line manager takes on the role of a coach the
style of management would move from. A ‘command and control’ i.e. managers tell
employees everything they should do type to a more participate style to facilitate the
relationship between the coach and coachee. This would be because the
relationship is key in ensuring the success of coaching and the coachee has to feel
safe and secure disclosing personal needs and feelings.
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It is important to recognise some of the advantages and disadvantages of using line
managers:

Advantages Disadvantages
 Line Managers are already aware of  Time constraints
the organisation’s aim, objectives  Lack of trust
and culture  May possess poor coaching skills
 Financially beneficial to use as  Past bad experience between either
internal employee party could hinder impartiality and
 Acquire a new skill and accreditation affect their perception
 Already on site and well placed  May feel unable to speak directly
 Employee engagement and trust is with Line Manager
improved  Conflict of interest
 Increased self confidence  Confidentiality
 Build a rapport

The CIPD report (Developing Coaching Capability, 2008) lists the seven contextual
factors that need to be considered when implementing coaching and mentoring. Five
of these have been selected below:

Business Priorities

When an organisation is considering implementing coaching services, either

internally or externally, priorities of the organisation must be considered to ensure
this effectiveness identify what the current priorities, short-term essentials and future
strategic objectives are. Consider how coaching support be available answer to the
organisation priorities.

Coaching purpose

The coaching purpose is to ensure coaching is fully understood and incorporated

into the organisation’s talent management. Implement a plan from the beginning with
the objective of achieving precise benefits.

Introducing a coach to the organisation can assist with improving employees’

performance. From the outcome of the coaching sessions the coaches will learn to
identify how to improve, develop and acquire new skills.

He reasons why coaching is being introduced should be fully clarified. The format,
content and timescales for delivery should be made clear from the outset and should
be formally agreed by all parties. The requirements and objectives need to be
considered carefully to get stakeholders on board. To obtain satisfactory results
there must be a mutual commitment between both parties.

Culture

Organisational culture must be considered when implementing coaching and

mentoring. They can share their experiences and gain support from all levels
however to make it successful people must be ready to embrace the coaching
culture.

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Perception of Coaching

People are resistant to change as it feels as if they are moving on from the ‘norm’
therefore it is difficult to get them on board. They may feel challenged and reluctant
to accept the new initiative.

To move away from this perception, ascertain what experience the stakeholder have
of coaching in the workplace. Investigate their positive and negative experience to
clarify how they feel about coaching being implemented in the first place.

Available Resources

Implementing coaching and mentoring requires multiple resources which may be

scarce. The organisation must analyse affordability. It is more beneficial to source an
external coaching provider? Using someone within the organisation internally is
cheaper but the cost of training and accreditation should be considered. Currently
this organisation has a great trained and qualified L&D team.

The Success Equation is used by (Emerson and Loehr, 2008) to emphasise three
things needed to be as successful as possible:

 Aptitude the know-how, skills and capacity to complete the task at hand
 Attitude the drive, confidence, focus and determination to complete the task at
hand
 Available resources the tools, equipment and time needed to complete the
task at hand

Aptitude + Attitude + Available Resources = ‘Levels of Success’

Utilising the above factors will assist with employee performance problems they may
have had as you would off have identified them in the coaching and the mentor
would have provided guidance and goals. Providing coaching and mentoring not only
shows the employees you care, and can build that trust and respect but enhances
employee skills, making them more of an asset to the business, which in turn will
improve the company retention turn-off. An employee will be more loyal and
motivated if they see their line manager showing an interest and the employee feels
like they count and have a voice.

Activity 2

The visualisation for coaching is set to become a major style of leading and working
together whereby stakeholders can feel empowered, HR’s role is vital in the
development and implementation of the provision of coaching and mentoring. It will
need to identify the main activities that HR will be required to undertake to support
this function.

These recommendations are based on having met with several Line Managers to
discuss the process in implementing coaching and mentoring within this
organisation:

1. The vertical integration, effectiveness and horizontal integration, efficiency of

coaching and mentoring needs to fit to with the overall strategy of the
company to ensure it is not counterproductive. Assess what is happening at
the present but also consider the direction of the organisation. Identify the
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 knowledge and skills required for long term development e.g. leadership and
career progression. Instilling a good culture will encourage individuals to
remain within the workplace to grow and progress.

2. Conduct an assessment to determine how much the coaching culture is

understood. Clarify exactly what coaching and mentoring involves to all the
stakeholders. By selling it in a positive style, demonstrating the benefit they
can gain it is more likely to receive their buy-in. To achieve buy-in is integral to
the success of any idea, including coaching and mentoring. Coach Kevin
Sutton describes buy-in as, ‘giving yourself up for the greater good’ and must
be from the top down. Communication is key and engagement with the
employees from the onset ensures they are involved in the design phase and
the implementation process will make them feel involved from the beginning.
Look at the five-year plan; consider what the organisation needs to do to
embed the coaching culture (Kevinsuttonbasketball.wordpress.com, 2017).

3. Access the options for selecting the coach/es and mentor/s. Identify, whether
it would be more cost effective to source internally taking into account the
author and a small team are already qualified, externally or a mixture of both.
If choosing to source internally, request volunteers and identify the most
suitable. One possibility could be tasking line managers as they will be
familiar with the organisation’s strategy, aims and objectives with support and
guidance from the in-house qualified L&D department. If choosing internally,
the volunteer could benefit from an accreditation qualification as well as
keeping our L&D department fully engaged and improving their qualification
with the culture and changing times. If the choice is to source an external
coach, should it be mandatory that they are qualified and accredited?

Guy’s and St Thomas’ NHS Foundation Trust case study highlights the benefits of
sourcing internally. The health sector has faced its fair share of political and funding
turmoil in recent years, and even an of Guy’s and St Thomas’s stature has felt the
pressure, admits Ann MacIntyre, director of workforce at the NHS Foundation Trust.
‘We were missing an opportunity around developing our own teams and having peer
networks as part of ongoing progression’, MacIntyre says. ‘The C&M programme
blends nicely with our wider education and training strategy, especially when it
comes to leadership development’ (CIPD, 2017).

The 6th Rider Report: Strategic trends in the use of coaching states:

‘There was an increasing requirement for external coaches to be individually

accredited by a professional coaching body (which has gone up from 54 per cent in
2013 to 68 per cent in 2015),’ it said Organisations interviewed for the report also
said they ‘see accreditation as an important milestone for a coach and an indicator of
a certain level of proficiency’ (CIPD, 2017).

By having accredited coaches, it demonstrates a more professional edge to the

concept and the professionalism of the company. This could be a benefit to
demonstrate how the company wants to move forward with the coaching and
mentoring. A drawback would be the expense to either employee accredited
coaches or pay for internal employees to gain accreditation.

4. Measurements is an important factor and should be used from the onset

throughout to completion. An effective evaluation tool is OPRA breaking the
components down into ownership, positioning, resourcing and procurement
and assessment and evaluation. Consideration needs to be given to the time
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 span for evaluation and if it will be directed at the employees’, the
organisation or both. Use continuous monitoring of the coaching and
mentoring relationship by conducting surveys. Receiving constant feedback
will help identify the success of the coaching relationships and will assist in
outlining future potential coaching programmes. This will identify if the right
partnerships are working, has the coach/mentor got the right leadership style
for the employee, i.e Autocratic, Pacesetting, Democratic and Laissez-Faire
style to name a few. Knowing your staff, this should have been identified
before the process began.

(Real-world coaching evaluation – A guide for practitioners, 2010)

5. The return on expectation is the expectations of the stakeholders within the

coaching and mentoring regime. It could be a member of staff is resistant of
the outcomes, either negatively or positively, of what can be achieved by
being coached and mentored. Or similarly the organisation managing
expectations of how it deems C&M will change the direction of instruction
within. When the process has concluded reflection to what was expected to
be achieved, against what has been achieved, to see what the return is.
There is also a return on expectation of how the employees expect to be
treated by the organisation. Similarly, to return on investments, if the
employees feel valued and invested in by the organisation, return on
expectation of what can be achieved in the workplace will be positive. Return
on investment on staff to measure the success of coaching and mentoring
manifest in hard or soft benefits. If staff feel more appreciated and satisfied at
work by having time invested in them they are more likely to remain with the
organisation reducing recruitment costs. The cost of coaching and mentoring
can be compared against the reduced recruitment costs to get a % of the
effect. An exit survey could be implemented for staff leaving to distinguish
their reasons for leaving and could be reverse engineered to ascertain the
impact of C&M in the work environment. Similarly, the soft benefits could be
the reputation of the organisation as a good place to work attracting
potentially higher calibre of candidates which in turn, once employed by the
organisation will also enhance the organisation’s reputation. This would be
harder to quantify but could be considered as a return on investment on
coaching and mentoring being put in place and potentially measured by the
number of applicants for new positions compared to previous number of
applicants for positions.

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Summary

Considerations needs to be given to look at what the organisation must do to

progress the coaching. The need to introduce a coaching culture has been
recognised however it appears the knowledge in how to take his forward is
somewhat lacking. The Senior management now needs to trust their over qualified
and experience L&D department and utilise their expertise to move forward.

The author suggests in coaching respects, until now there has been some coaching
taking place albeit little and top managers are not role models. Clutterbuck and
Megginson’s (2005) model of coaching development would position this organisation
currently at the emerging stage AKA nascent stage. To progress to the next stage,
identified as the tactical stage the value of coaching requires recognition but not
necessarily to be understood or an understanding of what is involved (How to create
a coaching culture, 2011).

Ultimately, coaching needs to be supported from the very top of the organisation to
reach the embedded stage. This is not to be limited to the senior executives and
resources should be assigned to the development of internal coaching (Creating a
coaching culture, 2010).

HR plays a vital role in designing and managing coaching and mentoring within an
organisation. They must ensure the correct coach is chosen and decide what the
best form of coaching is to support the particular type of learning and development
requirement of the organisation. It needs to be understood what coaching tools are
available and when those tools are appropriate to use. Understanding the
organisational culture, what the needs are of the individual employees and how to
source suitably qualified coaches by the organisation qualified coach. Finally, HR
needs to introduce processes to evaluate how successful the coaching is and to
make sure legal contracts are established to ensure policies such as Whistle
Blowing, Ethical, and processes are complied with. This agrees with the opinion of
(Clutterbuck, d 2014).

The lead L&D Team Manager is well qualified, with years’ experience within the
military environment and now in the civilian space. The author is engaged in the
organisation and already an excellent mentor to the HR team, which has excelled in
the presence of the author. Has an understanding of the diverse culture within the
business and knowledge on the ethical aspects of change and coaching needs. The
author has evaluated the possible barriers that could affect the C&M process, such
as cost, styles and the location for coaching and mentoring, and is content with the
right Line Managers trained and monitored by the L&D department by staff survey
feedbacks and monitor the data of staff turnaround these barriers will not affect the
goal outcome, to develop our skilled employees and gown as an organisation. The
author is a well-known L&M coach within the CIPD space and provides talks at
external conferences on coaching and the affects, on organisations in time of
change.

To understand the commitment to the coaching and mentoring culture, executives

should consider the following:

HR understands the nature of the business and its strategies and can help support
executives in making informed decisions. Thy understand the need for change and
how the organisation culture supports the organisation performance.

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