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Human Resource Development

build. develop. benefit. Human Resource Development. Human Resource Development. 7. Definition. Coaching A coach is a peer or manager who works with employees to motivate them, help them develop skills , and provide reinforcement and feedback. 360-degree assessment Feedback

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Human Resource Development

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  1. build. develop. benefit Human Resource Development Human Resource Development 7

  2. Definition • Coaching • A coach is a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. • 360-degree assessment • Feedback • Role of mentor • Mentoring • A mentor is an experienced, productive senior employee who helps develop a less experienced employee. It is a process to absorve a behavior of employee senior based on the situation. • Power and achievement • Emotional stability • ----- Career support and psychosocial support • ( Raymond A. Noe )

  3. Working Definition Coaching Coaching is a method of directing, instructing and training a person or group of people, with the aim to achieve some goal or develop specific skills. There are many ways to coach, types of coaching and methods to coaching. Direction may include motivational speaking. Training may include seminars, workshops, and supervised practice. Coaching is the art and practice of inspiring, energizing, and facilitating the performance, learning and development of  the player. (Myles Downey7)

  4. Mentoring The Merriam-Webster WWWebster Dictionary defines a mentor as "a trusted counselor or guide." For their Mentor/Protégé Program, the Anesthesiology Department of Cleveland’s MetroHealth System defines mentor as "a wise, loyal advisor or coach." There exists several definitions of mentoring in the literature. Foremost, mentoring involves communication and is relationship based. In the organizational setting, mentoring can take many forms. One definition of the many that has been proposed, is "Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protege)" (Bozeman, Feeney, 2007).

  5. Understanding Coaching versus Mentoring

  6. Understanding Coaching versus Training

  7. COACHING • Basic Tools of Coaching • Asking the effective questions • Listening Actively • Providing clear – constructive or positive – Feedback • Organizing coaching session

  8. COACHING Coaching in the workplace

  9. COACHING MODEL Your coach : supporter, motivator, listener, challenger, celebrator, Pal, empowerer, acknowledger Create the correct mindset Establish your goals and dreams Build a solid base and framework Realize your goals and dreams Reframing, Trust, Responding, Game, Powerful Questions, Accountability, Feedback, Fun Received Ask YOUR SUCCESS Believe Visualise Moving Forward • Self-Confidence • Perceptive • Truth • Positive mental attitude • Do- It • The Universal Energy • Commitment • Celebrating • Goals • Commitment • Persistence • Desires • Autosuggestion • Respect • Enthuising • Belief • Structure • Responsibility • Values • Concentration

  10. The qualities and roles of the Coach The qualities and roles of the Coach

  11. Setting Targets

  12. MENTORING Qualities of a good Mentor Create opportunities and open doors Know your strengths and abilities Set an example Want you to succeed and help you learn from your mistake Want you to become independent

  13. MENTORING 20 Questions to develop a successful mentoring program at Brown-Forman Company What are our business reasons for developing a mentoring program ? What organizational support exists and what needs to be developed ? What are our criteria for success ? Who needs to be involved in developing our program ? Who’s going to manage, coordinate, and oversee the program ? Who else needs to be consulted ? What other information do We need ? What mentoring is already in place ?

  14. MENTORING How will we communicate to employees about the mentoring prgram ? How quickly do we want to roll out our program ? How will we pair mentors and proteges (protective students ? How will we motvate our employees to participate ? Why would a mentor say no ? Are there pairings we should avoid ? What tips and guidance should we give mentoring partners ? What ongoing support should we make available to mentoring partners ? How often should we ask mentoris partners to meet ?

  15. MENTORING What should we do to support long-distance mentoring ? How many mentors should we encourage employees to have ? What mechanisms can be used to improve the program continously ? What pitfalls do we need to avoid ?

  16. MENTORING • Responsibilities of a mentor are as follows : • Provide guidance based on past experience • Creates a positive counseling relationship and climate of open communication • Helps the mentee identify problems and solutions • Leads the mentee through problem solving processes • Offers constructive feedback in a supportive way • Shares stories, including mistakes • Refers the mentee to other business associate • Must be honest about business expertise • Solicits feedback from the mentee • Comes prepared to each meeting to discuss issues

  17. MENTORING • Some do’s and don’ts for mentor • do’s • Be clear about your motives for helping your mentee. If you’re not sure yourself, the mentor will get mixed messeges for you • Look after your mentee’s needs, but consider your own as well . Be certain about what you want from the relationship and what you’re willing to give • Be prepared for the relationship to end. The successful mentee-mentor cycles require that the mentee move on and the relationship either ands or takes a different form.

  18. MENTORING • Some do’s and don’ts for mentor • don’ts • Don’t give up right away if your mentee resists your help at first. She/he may not recognize the value of what you have to offer. Persistence to a point-may help • Don’t try to force your mentee to follow in your footsteps. If the footsteps fit, She/he will follow them voluntarily. Value the mentee unique path and where he/she is along that path. • Don’t have a pre-conceived plan for the final outcome of your relationship.

  19. MENTORING • Tips for great listening skills • Stop talking • Emphatize with the other person • Ask questions • Be patient • Be aware of your emotions and prejudices • Control your anger • Get the main points • React to ideas, not to the person • Don’t argue mentally • Listen for what is NOT said • Listen to HOW something is said • Don’t antagonize the speaker • Avoid classifying the speaker prematurely • Avoind jumping to conclusions Effective listening is a skill that comes from practice and a desire to understand the other person

  20. MENTORING

  21. MENTORING

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