In order to provide a wide and diverse range of information, sources for the bibliography were selected from a variety of resources. These included peer-reviewed journal, articles found in mainstream or popular press, and a selection of books related to the topic. We were able to uncover that coaching and mentoring programs are viewed by most as an answer to problems of retaining employees and enhancing their value to an organization. .
Coaching and mentoring vary, particularly around who initiates direct contact with an employee.
o A coach is typically defined as a person from outside a particular organization who helps an employee improve job performance, by providing specific suggestions and an action plan.
o A mentor is more often a person from within an organization, who works with a fellow employee to help develop a long-term career plan.
Coaching is an improvement strategy that leads to superior performance, commitment to sustained improvement and positive relationships.
o Successful coaches must have a set of core competencies and skills, including the ability to listen, clarify priorities, and the ability to improve skills. In addition, a coach needs to help a coachee resolve performance problems, by having an understanding of what is needed for the coachee to do their best.
o Coaches require proper training in order to avoid potential pitfalls.
Mentoring programs are more appropriate for employees looking for guidance with career advancement.
o Implementing a successful mentoring program takes time and commitment.
o Mentees benefit from a more formal training program.
o Not all problems are typically solved when implementing a mentoring system.
Several examples of successful mentoring relationships and programs have been presented throughout the course.
o Kye Anderson (The Purpose at the Heart of Management) and Rosemarie Greco (From the Classroom to the Corner Office), each benefited from a mentoring relationship early in their careers.
