Outcome 1 
1.1 - Define what coaching and mentoring is within the context of an organisation and explain the similarities and differences between coaching and mentoring
MENTORING

 

 

 

 

 

The EMCC (European Mentoring & Coaching Council) suggests

"Mentoring can be described as a developmental process which may involve a transfer of
skill or knowledge from a more experienced to a less experienced person through learning
dialogue and role modelling, and may also be a learning partnership between peers".

 

There is often confusion about how coaching and mentoring differ.

Broadly speaking, the CIPD defines coaching as 'developing a person's skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual's private life. It usually lasts for a short period and focuses on specific skills and goals.'

 


Traditionally, mentoring is the long term passing on of support, guidance and advice.

In the workplace it has tended to describe a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff.

This comes from the Greek myth where Odysseus entrusts the education of his son to his friend Mentor. It's also a form of apprenticeship, whereby an inexperienced learner learns the "tricks of the trade" from an experienced colleague, backed-up as in modern apprenticeship by offsite training.

Mentoring is used specifically and separately as a form of long term tailored development for the individual which brings benefits to the organisation.

The characteristics of mentoring are:

• It is essentially a supportive form of development.

• It focuses on helping an individual manage their career and improve skills.

• Personal issues can be discussed more productively unlike in coaching where the emphasis is on performance at work.

• Mentoring activities have both organisational and individual goals.

The following table, adapted from Alred et al, highlights the differences between mentoring and coaching. It is separate and distinct from coaching, but coaching and mentoring can often overlap.

https://www.shef.ac.uk/polopoly_fs/1.110468!/file/cipd_mentoring_factsheet.pdf

A coaching conversation 

Watch this coaching conversation and the points made about the questioning.

The video will show in YouTube. 

Homepage

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 

CS Training UK Ltd is a company registered in England and Wales | Company No: 09217153

 

Postal Address - 7 Peaks Crt  Huntingdon | Cambs | PE29 6XA

Registered Office - Whitleather Lodge Barn | Woolley Road | Spaldwick | Huntingdon | Cambs | PE28 0UD

 

ILM Centre No: 005340 | UKPRN: 10056711

  • White Facebook Icon
  • White YouTube Icon