Core Coaching and Mentoring Practices that Create a Base Internal Capability for Employee Enrichment.

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Wowledge Expert Team
Principal level
127 Wows earned

This guide is part of a progression set comprised of Core, Advanced, and Emerging Coaching and Mentoring practices.

What it is

Core Coaching and Mentoring involves the creation of an interpersonal relationship-based form of employee development focused on providing highly tailored guidance to individual learners. It requires articulating both the purpose and strategy for leveraging a formalized development program and process, and the definition of structured models that can be applied or followed consistently and routinely across the enterprise. The strategy clarifies the types, applications, and topics of coaching that will be offered to ensure that the business focus is maintained and the specified purpose achieved. 

At this level, a consistent set of coaching and mentoring skills and approaches should be offered in development programs primarily designed for people managers and leaders. These must be based on formal and accepted professional coaching standards, and in the case of mentoring, additional leading practices.  Those skills are applied most frequently to develop top leaders using external coaches whose development meets the same standards as the development that managers receive internally. A disciplined approach to the sourcing, selection, and matching of external coaches to executives should be developed and practiced ensuring that a consistent and appropriate level of expertise is applied to develop those top leaders. 

Why use it

The creation of a core coaching and mentoring program provides highly individualized development to top leaders that leads to learning expertly tailored to the strengths, weaknesses, and preferences of each person. The value lies in the subject matter that the development takes on, as each engagement is based on an agreement between the leader and coach, and addresses feedback and development needs that have been identified by both the organization and individual leader. Additionally, as the leader can both participate in the selection of the coach or mentor and create the agenda for such development, there is a personalized relationship based on trust, candor, and openness that uniquely meets the needs of the leader. 

The development of a consistent and structured approach ensures reliable delivery across managers and leaders as those employees progress throughout their careers in the organization. With this, each employee will experience a similar type of relationship and coaching approach based on leading practice and professional standards. 

Practice guides at this level

Defining the purpose and strategy of coaching for clarity and alignment.

Clarifying the specific goals and desired outcomes of the coaching and mentoring programs, with a focus on the types of subject matter covered in such relationships.

Deciding on the framework, elements, and model for effective coaching and mentoring application consistency.

Articulating the skills and methods used in the coaching and mentoring relationship, the standards to be applied, and the models or approaches that best fit the organization’s requirements.

Selecting and developing employee coaches and mentors as internal resources.

Planning and structuring internal coach and mentor selection and training processes to ensure that the right people are in place and that they are properly prepared and managed.

Developing internal coaching and mentoring capabilities through structured learning and development.

Creating an approach to selecting coaching skill development content and vendors, as well as planning the implementation of the training.

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