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Coaching and Mentoring at the emerging level involves the directed development of key employee populations identified as having a disproportionate impact on the company’s success. This engages not only leaders but also more senior individual contributors whose job performance is crucial to the successful achievement of the most strategic objectives and initiatives. Such development may be delivered in either individual or group settings, with the latter focused on expanding the reach of the development while participants simultaneously learn to act as coaches and mentors themselves.
Technology comes to the forefront, with platforms that support coaching and mentoring engagements through matching, assessments, scheduling, goal tracking, documentation, and online coaching and mentoring support. The use of these platforms simplifies administering and delivering coaching and mentoring in ways that enable a company to deliver thousands of hours of coaching and mentoring on an ongoing basis. Demonstrating the true value of coaching and mentoring is often a challenge that can be addressed by applying statistics and analytics for tracking and reporting. Such measurement of coaching and mentoring progress and outcomes is a key practice at this level, with the collection and reporting of key process, effectiveness, and/or impact metrics informing the return on investment for this capability.
Coaching and mentoring are highly individualized development activities that bring the most valued employees into contact with experts in successfully developing employee skills and capabilities and/or navigation to successively more influential positions. Coaches and mentors leverage unique skills to help those individuals enhance their ability to succeed and provide guidance on their goals and aspirations. By targeting the employees most closely aligned with the achievement of critical corporate objectives and initiatives, such development becomes focused on the sustainability of business successes through its current and future leaders. Technology and measurement further the effort through increased management and delivery efficiencies, syndication of the capabilities across expansive geographic boundaries, and provision of markers for the tracking and continued refinement of program effectiveness.
Developing key and critical role-holding employees based on their membership in both a position or function and their longer-term potential.
Syndicating the use of coaching and mentoring deeper into the ranks by more efficiently delivering coaching and mentoring to targeted groups of employees.
Scaling coaching and mentoring programs using technological solutions that offer online administration and program management capabilities.
Identifying the most appropriate and useful metrics through careful assessment of the purpose of coaching and mentoring and reliance on best practices in process and outcome measurement.