HR -Coaching and Mentoring within Organisation

Question: Discuss about the HR -Coaching and Mentoring within organisation ? Answer: Introduction The market economy in todays world is a knowledge economy, where the knowledge plays a very important role in most of the organization. Thus, most of the companies today believe in both attracting and retaining the skilled and talented people, in their organization, although, here only they face the most important problem. Attracting and retaining the skilled people is a very difficult thing and most of the time the organization face a trouble in filling this particular gap. Therefore, the Talent Development Programme plays an important role in the organization. It helps in developing the skills of the employees working in the organization. Background of the Company and the Need of TDP Tesco is a retail store that has its head office in United Kingdom and it is operating in country since 1919. Tesco, today, has its branches not only in London but at the same time the branches are there in different other countries as well, which include countries like Australia, and even in countries like India. Tesco today is operating in 12 countries in both Asia and Europe. Tesco today, has the need to develop the talent and the skills of the 1000 Personal Manager and 50 Group Personal Manager. Definition of Talent and Development Programme The researcher, while defining the talent management and development programme and process, states that the organizations have the need of innovation, customer service, sales and at the same time, there is a need for many other things as well. The organization needs to cater to all these things to meet the business goal that is being set by the organization. Therefore, the researcher defines talent development programme or process as something that include an integration of all the process that include, managing, supporting, recruiting, supporting as well as compensation the people for the overall development of these people. (Figure 1: Talent Management Process Source: Bersin 2016). Identification of those Sectors where Coaching and Mentoring Could be Used Tesco needs to develop a strategy of talent management and talent development for the Personal manager and the Group personal manager working for the organization. It has been estimated that almost 1000 personal managers need the help of the talent development programme and 50 group personal managers need the help of this particular programme. Both the personal managers and the group personal managers who need the coaching as well as the mentoring, for developing their skills, belong to the retail sector of the organization. The retail sector of the organization consists of the large part of the organization, where the training and the development programme should be provided. Definition of Coaching and Mentoring Every individual possess certain amount of skills and knowledge, which needs to be developed through proper technique. Coaching and mentoring follows a particular technique and help in the development of the skill, knowledge as well as the work performance of the employees. Researchers state that there is a distinction between coaching and mentoring, although most of the times these two words are used in the same sense and the meaning of these two words are also inter-changeable. Thus, coaching and mentoring are two different practice of developing skills, although most of the time it is used in the inter-changeable meaning or sense. Key features of Coaching and Mentoring Model Similarities/differences Advantages Disadvantages Coaching The relationship that is developed between the coach and the client is for a short duration of time. The short-term coaching programmes as well as the short-term relationship between the coach and the client help in developing the skills of the employees. Especially, in a dynamic working environment the skills of the employees are developed in a better way through effective coaching. Since the relationship that is, being developed is developed for a short period, therefore, it become difficult to recognize the skills of the employees. Failure to recognize the skills of the clients could create varied kinds of problems. Mentoring The relationship that is being developed between the mentor and the client is for a long duration of time. Since the relationship between the mentor and the mentee is a long-term relationship, therefore, in a new environment the worker could take the help of the mentor any time and thus could easily accommodate in the new working environment. Most of the time the long term relationship that is there between the mentor and the mentee is a force relationship, which both the parties have to bear for a long time. (Figure 2: Coaching/Mentoring Features Source: Created by the Author) Identifying and Analyzing four different Coaching and Mentoring Model Model Key features Potential benefits Similarities /differences Uses-where most effective? Your evaluation of models suitability (or NOT) for your TDP-Talent Development Programme GROW The GROW model is a kind of coaching model. The GROW model has four steps, which include: G- Goal Set by the Organization R- The Reality or to be more precise the Current Reality O- Options or the Obstacles that are available W- Will or rather the Way forward. It helps in achieving the SMART goals set by the organization for talent development. Used in organization, like most of the model it is a coaching model. It helps in developing the leadership quality. Mainly in the small teams Since the number of people who needs training is large therefore, it is not that suitable. The model, although, helps in developing leadership quality. Therefore, in that sense it is a suitable model that the organization could adopt. OSKAR OSKAR too is a part of the coaching model, which include five steps. The steps are: O-Refers to the Outcome or the Objective of the coaching session S-It refers to the Scale or rather to the quantification of the performance of the clients, which helps in achieving the goal/objective. K- It refers to the Know-how, or rather to the skills and the knowledge of the clients, which will help in their development. A- It refers to the affirmation and action. R- It refers to the review of the coaching session. The model is both collaborative and achievable at the same time. It caters to need of both the team members and the coach, and tries to achieve the talent development goals. The similarity with most of the model is that it is a coaching model. It can be used in a tough team for achieving larger goals. It can be used in a large size organization like Tesco, where 1000 people require training. EXACT The EXACT model is a coaching model that helps in achieving the SMART goals set for the development of the employees. It helps in achieving the SMART goals set by the organization. Risk taking is an important part of this model and thus most of the time it is different from other models. It is used by the managers to provide training to those people who are not a part of the goal setting process It would not that useful for providing talent development programmes to the managers of Tesco. The managers are always involved in the goal setting process. A stages of Hays model It is a mentoring model that knows the need of the people. The model could also realise that the people want to grow and change. It helps in easily solving the problems that are faced by the mentee. It is different from all the other, model because it is a mentoring model and not a coaching model. It is mainly used by the educators and teachers. Not a very suitable model in this particular case. (Figure 3: 4 Models of Coaching/Mentoring Source: Created by the Author) The Organizational Climate for Providing Effective Coaching and Mentoring Organization should ensure employees safety before engaging them in any kind of talent and development programme. There should be enough physical space. The work pressure and the stress on the employees should low. There should be learning as well as an engaging environment. Skills Required to Provide Coaching and Mentoring The skills that are important for coaching/mentoring include, questioning, listening, feed as well as other inter-personal skills. The coach should smile to make the listener feel that attention is given to his/her word. There should be a normal eye contact between two people. Body language or posture is important in an interactive session Mirroring or the use of automotive reflection can be used to make the listener feel that proper attention is being paid. Other Factors to be Taken in Consideration The 5Rs help in the talent development process. R1- Readiness from the part of the learner to learn things. R2- Resourcefulness or rather the creativeness of learning new things. R3- Resilience R4- Taking ownership for learning as well as the responsibility R5- Reflectiveness or the ability to improve through practice. Establishing Support Need for Coaches/Mentor Support needs are generally provided for the coaching/mentoring session. Especially in case of coaching session supports are provided to the coaches from the part of the organization. There are although times, when the manager or the management ask the coaches to provide learning to other employees who are not involve in the programme. Evaluation of Support Needs of Coaches/Mentors Support mechanism Key features Potential use/where most suitable and effective Your evaluation of mechanism suitability (or NOT) for your TDP-Talent Development Programme 1.Allowing Coaching to be a part of Organizational Culture Developing Usefulness Advantages being promoted Suitable for all levels Suitable 2.Establishing Organize Coaching Support to the coaching Process Suitable for all levels Suitable 3.Documenting Things Easy reference to the later stage. Suitable for all levels Suitable Creation of the TDP Plan Particulars Week 1 Week 2 Week 3 Week 4 Identifying the need Selection of the target Formulating the plan Fixing of date Selecting Coaches Communicating Organising (Figure 4: Support Mechanism Source: Created by the Author) Conclusion The organizations in todays world are changing every day and thus the need of skilled employees in the organization is increasing at the same time. The talent and development programme or the TDP could help in filling the gap that is created. If the gap were being filled, it would be helpful not only for the organization but also at the same time for the employees as well. References Becker, K.D., Darney, D., Domitrovich, C., Keperling, J.P. and Ialongo, N.S., 2013. Supporting universal prevention programs: A two-phased coaching model. Clinical child and family psychology review, 16(2), pp.213-228. Bersin, J. (2016). Talent Management What is it? Why now?. 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