Coaching and Mentoring

2123 Words Mar 24th, 2011 9 Pages
Solutions to coaching and mentoring a large UK-based customer facing organisation over a two year period and beyond


The chartered Institute of Personnel and Development in the UK (CIPD 2009) reports that 79% of survey respondents are using coaching within their organisation and that 77% say coaching has been increasing in recent years. It is therefore no surprise that the large UK-based customer facing organisation, where I am hypothetically working as a human resources manager, has made a commitment to deliver coaching and mentoring to improve performance over the next two years. The aim of this report is to highlight how coaching and mentoring differs from training, and to also explain how the use of coaching can
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In addition, coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace and can have a positive impact on an organisations bottom line (Parsloe & Leedham 2009).

Potential barriers and how to overcome them

The main barriers to the successful use of coaching can be caused by individual self-doubt. Hindmarch (2008) defines self-doubt as the negative feeling associated with evaluating one’s abilities and perceiving them as inadequate to carry out a piece of work effectively. Therefore, this barrier is a work related phenomenon which may affect performance at work in an adverse way. Leonardeli and Arkin (2002) found that when doubts about one’s abilities are not addressed, then damage to self-esteem can follow. This can develop into a negative evaluation of one’s self at a more profound level, and therefore potentially be more damaging. It seems that positive beliefs about oneself may augment performance. Taylor and brown (1985) indicate that excessively positive self-evaluation are characteristics of normal individuals that helps lead to

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