1.3 - Present the case for using coaching or mentoring to benefit individuals and organisation performance
What are the benefits of mentoring?
The benefits which staff report are:
Provides impartial advice and encouragement
Develops a supportive relationship
Assists with problem solving
Offers professional development
Encourages reflection on practice
In the 2009 survey on Mentoring at Durham University mentee respondents stated that the support they gained from their mentors ranged as follows:
"my mentor provided an extended induction...covering policy and procedure and...some cultural guidance"
"understanding the university and dealing with staff"
"supported me in working more constructively with team members"
Opportunity to reflect on own practice
Enhances job satisfaction
Develops professional relationships
Enhances peer recognition
It uses your experience, making it available to a new person
It widens your understanding of the organisation and the way it works
It enables you to practice interpersonal skills
Affirmation of professional competence.
Opportunity to build your leadership and management skills.
Opportunity to give back to your industry.
Opportunity to build an enduring career network.
Gain insights and different perspectives from future members of your profession.
It provides personal satisfaction through supporting the development of others
The Benefits of Mentoring
The Durham University 2009 mentor survey found that mentors stated that the greatest benefit that they derived from the process was providing them with an opportunity to reflect on their own practice and
"developed a network of enabling relationships"
For academic departments/colleges/professional support service departments:
The mentoring process review found that from a departmental perspective the benefits of mentoring were seen as follows:
"Probationary staff are the future of the Department they have to be successful otherwise the organisation will fail...mentoring is critical as a supportive management tool"
"Mentoring is really useful for raising issues earlier on in an individual's probation and not leaving it to be picked up at the end when it then becomes a management issue"
1.1 - Context, definition and difference
1.2 - Barriers to using coaching
1.3 - The case for coaching
2.1 - Knowledge, skills and behaviour
2.2 - Effective communication
2.3 - Responsibilities to manage relationships
3.1 - Review a model or process
3.2 - Rationale for contracting
3.3 - Exploring expectations and boundaries
3.4 - Rationale for supervision
4.1 - Review elements required for integrated coaching
4.2 - Analyse how benefits evaluated