at work TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT

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1 2015 JOB AID COLLECTION at work TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT HUMAN CAPITAL MENTORING AND COACHING: WHICH IS WHICH, AND WHERE DO I START?

2 TD AT WORK JOB AID COLLECTION MENTORING AND COACHING: WHICH IS WHICH, AND WHERE DO I START? CLICK TO SKIP TO AN ISSUE INTRODUCTION PROGRAM OUTLINE/PLANNER (FROM MENTORING ) STRUCTURING THE PROGRAM: MENTOR/MENTEE ROLES AND RESPONSIBILITIES (FROM TOOLS FOR EFFECTIVE MENTORING PROGRAMS ) POSSIBLE MENTORING MEETING AGENDAS (FROM TOOLS FOR EFFECTIVE MENTORING PROGRAMS ) GROUP MENTORING TOPICS (FROM CREATING A MODERN MENTORING CULTURE ) MENTOR EVALUATION (FROM TOOLS FOR EFFECTIVE MENTORING PROGRAMS ) MENTEE EVALUATION (FROM TOOLS FOR EFFECTIVE MENTORING PROGRAMS ) COACHING QUESTIONS (FROM JUST-IN-TIME COACHING ) COACHING CHECKLIST (FROM COACHING AND FEEDBACK ) COACHING PLAN FOR BUSINESS IMPACT (FROM CREATING AN INTERNAL COACHING PROGRAM ) COACHING EVALUATION QUESTIONNAIRE (FROM HARNESS THE POWER OF COACHING ) BALANCING INQUIRY AND ADVOCACY (FROM THE POWER OF PEER COACHING ) Community Manager, Human Capital: Ann Parker eisbn Need a trainer s lifeline? Visit td.org/tdatwork. TD at Work (ISSN , Electronic ISSN , Electronic ISBN ) is published monthly by the Association for Talent Development, 1640 King Street, Alexandria, VA Copyright October 2015 TD at Work and ATD. All rights reserved. The material contained in this Job Aid Collection is not covered by copyright and may be copied for personal use.

3 Mentoring and Coaching INTRODUCTION Talented employees are underperforming; do we coach or mentor them? What if succession planning is a challenge? Should we start mentoring or coaching new leaders? Learn to clearly distinguish between situations that beg for a coaching approach and those that call for mentoring, then get right to implementing the best solution. As Management Mentors explains in The Differences Between Coaching & Mentoring, coaching is task oriented, whereas mentoring is relationship oriented; coaching is short term, whereas mentoring is longer term; and coaching does not require design, whereas mentoring does. In Creating a Modern Mentoring Culture, Randy Emelo explains that the benefits of modern mentoring include increased retention and engagement, increased collaboration and innovation, increased knowledge transfer and productivity, and the creation of a culture of learning and agility. Likewise, in their blog post Coaching: The Real Deal, Virginia Bianco-Mathis and Lisa K. Nabors write about the importance of coaching in today s workplace: Coaching in the workplace can align leaders, managers, and staff with their organization s envisioned future and help them achieve desired results. Studies confirm that coaching leads to improvement in interpersonal relationships, productivity, teamwork, confidence, emotional intelligence, and profit. The Management Mentors article suggests considering coaching when a company is introducing a new system or when a leader needs assistance in acquiring a new skill. It also recommends looking at mentoring when a company wants to develop its talent pool as part of succession planning, or when it hopes to retain internal expertise in light of Baby Boomers retiring. This collection presents practical job aids from popular TD at Work and Infoline issues that support new coaching and mentoring initiatives from launch through evaluation. You ll learn what it takes to have effective coaching conversations, how to structure a mentoring program, and more. References Bianco-Mathis, V., and L.K. Nabors Coaching: The Real Deal. Career Development blog, March Development-Blog/2015/03/Coaching-the -Real-Deal. Emelo, R Creating a Modern Mentoring Culture. Infoline. Alexandria, VA: ASTD Press. Management Mentors The Differences Between Coaching and Mentoring. Management Mentors. /resources/coaching-mentoring-differences. 1

4 JOB AID TD at Work Job Aid Collection Program Outline/Planner When you are charged with setting up a mentoring program for your organization, use this outline as a guide. In it you will find the questions you need to address in order to have a successful program. 1. State the objectives of the mentoring program: 2. List the benefits of the mentoring program for each of the following: a. Organization: b. Mentor: c. Protégé: 3. Which mentoring method(s) can help you achieve your goals? One-to-one mentoring Group mentoring Virtual mentoring 4. Who are the key stakeholders in the mentoring initiative, and what will their involvement look like? Stakeholder Involvement 5. Consider the following questions concerning the structure of your mentoring program: a. What criteria will you use to select mentors? b. What criteria will you use to select protégés? c. What role do you see for the managers of the protégés? d. How will you orient mentors, protégés, and managers to the mentoring process and prepare them to be successful? 2 ATD Press grants permission for the material on this page to be reproduced for personal use.

5 Mentoring and Coaching Program Outline/Planner (continued) JOB AID e. How will you match mentors and protégés? f. What plans do you have to follow up on the process and gather periodic input from all participants? g. How will you recognize and reward all those involved? 6. How will you present the benefits and selection criteria (bulletin board, employee newsletter, and so forth)? 7. How will the program foster mentor/protégé relationships? List ways of providing support for the participants (program guidelines, weekly meetings, councils, and so forth). 8. List the positions that the organization has for the protégés. Are there enough? Will the organization create new ones? 9. Consider the following when deciding on evaluation factors: a. How will you evaluate the program? State your method(s) questionnaires, surveys, interviews, and observations. b. How did the program affect protégés? l Attitudinal effect: l Behavioral effect: l Accomplishments: c. How did the program affect mentors? l Attitudinal effect: l Behavioral effect: l Accomplishments: d. How did the program affect the organization? l Overall performance rating: l Productivity: l Condition of corporate climate: ATD Press grants permission for the material on this page to be reproduced for personal use. 3