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Coaching and mentoring at this level gains structure and formalization as it is increasingly integrated into operations as a method for guiding employees at all levels in the performance management process, and through the use of assessment tools to support more objective identification of individual strengths and areas in need of development. With a broadened application to cover all employees, it can naturally grow into an organization-wide capability. Leaders and managers not only practice more advanced techniques but also serve as role models for such behavior with their subordinate leaders and managers.
It further fuels the growth into a capability by taking on practices that support the creation of a culture where the use of coaching and mentoring techniques expand across job roles and applications (e.g., performance, productivity, capability, and career development). It formalizes the training and ongoing support of internal coaches and mentors, adopting standards for coach and mentor selection, skills training, and follow-up informal learning that continually reinforces the acquisition of more advanced skills and capabilities.
The value of formalized coaching and mentoring is derived primarily from their personalized, tailored nature as development vehicles. Those support employees in reaching their full potential in both current and future roles, enhance their engagement with the organization and helps them build greater self-insights and awareness. The use of formalized and objective assessments reduces bias, and the training of managers in performance coaching skills and techniques helps reduce errors in judgment and builds a fairer and more equitable employment and development environment.
The training and deployment of internal coaches and mentors spreads the use of accelerated development to mid-level and more senior leaders and therefore has the potential to expand the talent pool of ready replacements for top leadership roles. It can also create a cadre of coaching and mentoring specialists who can be deployed when acquiring a new company to have resources ready to help transition the new employees and leaders into the company’s culture and expectations.
Sourcing, selecting, and leveraging external coaches as resources and providers of strategic value to the organization.
Integrating managerial feedback and coaching with the skills practiced by both external and internal coaches through training, employee feedback, and rewards practices.
Using formal assessments that are typically leveraged in coaching relationships and provide more objective insights into the capabilities and development needs of coachees.
Building an environment where continuous development and growth provide the organization with evolving individual capabilities that aggregate into organizational capabilities.