Introduction – Coaching and Mentoring as a Training Manager
Coaching and mentoring of employees has become an imperative aspect of human resource management. Currently, employee training is a source of competitive advantage that is sought by many organizational managers. Coaching and mentoring are very beneficial to organizations as they help in their growth and development. However, this effectiveness is determined by the manner in which training is done. For instance, a training manager must work closely with managers and supervisors in order to offer creative and far reaching benefits (Dembkowski & Eldridge, 2003). Coaching and mentoring enable employees and corporate clients to attain their full potentials. Coaching is a process that aid in the occurrence of learning and development hence improving the performance.
Successful coaches should have adequate information, skills, and knowledge on the most appropriate processes to be taken at different contexts. Mentoring on the other hand is the assistance offered by an individual to another in making considerable transitions in understanding, work, or thinking (Goleman et al., 2003). There are different organizational developments that inspire organizations to seek coaching or mentoring. For instance, the changes that are brought about by processes like mergers and acquisitions and the need to offer talented employees with support through role changing or career development.
Coaching and Mentoring as a Training Manager
Employees take seriously words of wisdom given by their mentors or trainers especially concerning their duties and behaviours (Minter & Thomas, 2000). Human resource management can be improved if employees’ behaviours are shaped by their trainers as they will be always ready to perform their duties effectively. Managing human resources would be relatively hard if employees are not provided with adequate training and guidelines in their duties. For instance, if the training manager in an organization guides and advises employees on the manner in which to behave, employees would improve their performances hence achieving improved organizational performance (Clutterbuck, 2001). Coaching and Mentoring as a Training Manager.
Clutterbuck, D. & Megginson, D. (2004). Techniques for Coaching and Mentoring. New Jersey: Wiley
Clutterbuck, D. (2001). Everyone Needs a Mentor: Fostering Talent at Work. London: Chartered Institute of Personnel and Development.
Connor, M. & Pokora, J. (2012). Coaching and Mentoring at Work: Developing Effective Practice. London: Wiley
Dembkowski, S. & Eldridge, F. (2003). Beyond GROW: A new coaching model. International Journal of Mentoring and Coaching, I(1), 23-30. Coaching and Mentoring as a Training Manager.
Gaevey, B., Stokes, P., & Megginson, D. (2008). Coaching and Mentoring: Theory and Practice. New York: Prentice Hall
Goleman, D., Boyatzis, R., & McKee, A. (2003). The New Leaders: Transforming the Art of Leadership into the Science of Results. London: Time Warner.
Minter, R. & Thomas, E. (2000). Employee development through coaching, mentoring and counselling: a multidimensional approach. Review of Business, 21(1-2), 43-47
Whitmore, J. (2006). The Challenge for the coaching profession. Journal of the Oxford School of Coaching and Mentoring, 6: 8–9. Coaching and Mentoring as a Training Manager.