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 are very important in assisting employees to accept and adapt to different changes in a way that is consistent with their personal goals and values (Whitmore, 2006). Basically, employees should be provided with particular coaching and mentoring programmes since they play a role of balancing between fulfilling organizational objectives and goals while improving the personal development needs of individual workers.