1. COACHING &
MENTORING
An in-depth analysis

2. Ashutosh Mishra (039)
Ashok Pandey (043)
Charlotte Baptista (008)
Grishma Salvi (052)
Vishal Rijjia (48)
Group 1|EMBA 2014-16

3. Learning objectives
 By the end of the session, the learner should be able
 To understand the key concepts in coaching and mentoring
 To differentiate between coaching and mentoring
 To examine how organizations incorporate coaching and
mentoring in their training agendas
 To evaluate the effectiveness
 To analyze the benefits and challenges in implementing
coaching and mentoring programs

4. Key concepts

5. What is coaching and
mentoring?
 A training strategy that involves pairing experienced
professionals with newer employees to:
 Help them adapt to the environment and culture of the
workplace.
 To help them settle into the surroundings and get off to a
good start.
 To provide them benefit from personal guidance on specific
job duties, processes or responsibilities.
 To help develop other employees along a specific career
path, such as management.

6. Coaching versus mentoring
COACHING MENTORING
Task-oriented Relationship-oriented
Short-term Long-term
Performance-driven Development-driven
Doesn’t not require
design
Requires a design
phase
Immediate supervision
is a critical partner
Immediate manager is
directly involved

7. Training - Coaching - mentoring

8. Mentor-Protégé relationship
 Functions of a mentor
 Coaching
 Role modeling
 Counseling
 Friendship
 Exposure and visibility
 The protégé’s responsibiliti
 Willingness to learn
 Ability to accept feedback
 Willingness to “stretch”
 Ability to identify goals

9. The GROW Model of Coaching
 G – Goals = agree on coaching aims
 R – Reality = address real issues
 O – Options = identify & evaluate
approaches available
 W – Will = help person to work out how
learning will be applied

10. Organizations that employ coaching
and mentoring

11. Coca-Cola
 The coaching and mentoring programme at Coca-Cola follows a
ten-point procedure illustrated below:
1. mentee
identified
2. identifying
developmental
needs
3. identifying
potential
mentors
4.
mentor/mentee
matched
5. orientation for
mentors and
mentees
6. contracting
7. periodic
meetings to
execute the plan
8. period reports 9. conclusion
10. evaluation
and follow up
 Both coaching and
mentoring are used as
tools to support HRD
strategy and,
therefore, the wider
objectives of value
generation within the
company.
 Directly linked to long-
term corporate
strategy.
 Although less formal, it is
structured through five
different categories which
provide a flexible approach
for different situations:
 Modelling
 Instructing
 Enhancing performance
 Problem solving
 Inspiration and support.

12. Deutsche Bank – focus on
women
 More coaching and mentoring needs to be done at an early stage in
women's careers, because one of the problems for investment
banks and law firms, in particular, is that at a senior level the
women have already opted out.
 One of the ways in which Deutsche Bank is addressing this
question is with one-to-one maternity coaching for its senior female
staff, group workshops for more junior females and a one-to-one
coaching programme for all line managers of those taking maternity
leave.
 This programme was a success and Deutsche Bank had a return

13. Barclays Wealth – focus on
women
 Barclays Wealth has a number of initiatives in place to embed
gender diversity across its working culture and ensure that more
talented and gifted women secure the top jobs.
 Maternity coaching for women and their line managers
 Internal mentoring programme as part of its Women's initiatives
Network (WiN).
 Executive coaching to its high-potential, top-tier female
managers.

14. Tesco & Saint-Gobain
 Tesco has employed a coaching consultant to help building
consistency into its in-house team of accredited coaches.
 Involved training members of Tesco's Training Academy and
Personnel teams in its 360o strengths profile tool,
Strengthscope.
 Saint-Gobain, a global specialist in construction materials, which
employs more than 15,500 people in the UK and Ireland alone,
uses a mixed approach:
 External coaches work with cross-functional groups to enhance
our networks and team performance in pursuit of shared
objectives
 A team of internal coaches is used for career coaching

15. DHL – ROI on
coaching/mentoring
 If any mentoring or coaching programme is to be justified, it is vital
that some form of measurement and evaluation takes place. This
may involve
 360 degree employee feedback, both before and after, looking at
how performance and behaviours have changed
 Alternatively, KPIs or hard financials are a more appropriate
yardstick.
 Logistics group DHL Supply Chain
 Integrates its coaching and mentoring with more formal training
and on-the-job learning
 Tracks investment against a range of measures: e.g., logging an
individual's progress against corporate expectations of taking on

16. Effectiveness through
surveys

17. Peer Coaching India Survey
NO. QUESTIONS RESPONSES
A What percentage of your
Potential Leaders discuss
their challenges with Peers
during peer
conversations?
76%
B What percentage of your
Potential Leaders arrive at
solutions from such peer
conversations?
44%
C What percentage of your
Potential Leaders set
Goals during such peer
conversation?
21%
D What percentage of your
Potential Leaders get
support from Peers to
follow-through these
Goals?
8%
The following questions were asked from a select few Learning & Development
professionals through a survey developed by Peer Coaching India

18. The survey results were shared with
HR leaders and their comments:
 Peers discuss workplace issues on a regular basis more so
informally
 Peers network through social interactions and thus discuss these
issues across workplaces
 The content of these workplace related discussions is mostly about
bosses and company policies
 These discussions give them a sense of commonality and security
that they are not alone in such issues
 Listening to each other’s issues they find/ get guidance on the
solutions to their issues

19. Survey findings
 While Peer conversations may provide solutions, goal setting is
minimal due to lack of structure in these conversations
 Goal setting in these conversations is dependent on the solution
seeker and the seriousness of the issue
 Even when someone sets a goal and shares it with peer/s he is
unlikely to seek support from peer/s
 Lack of support from peer/ peer group is due to no such
expectations from each other
 Lack of support from each other is because individually everyone
has his own list of follow-ups and can barely find time or inclination
to support others

20. Survey on Mentorship
 Seventy-one percent of companies reported having a formal
mentoring program - India-HQ companies (79 percent) more than
India-Subsidiary companies (68 percent).
[Source: India Bench-marking Report 2010]

23. Benefits & challenges

24. Benefits (1/2)
 Coaching and mentoring can provide an array of benefits for
organizations of all sizes
 Retention
 Helps encourage loyalty to the company.
 When experienced professionals help mold the career of and
provide opportunities for mentees, these individuals may feel a
greater sense of connection and commitment to the business.
 Personal Development
 Can help guide an employee along on his/her career path
 Allows individuals to resolve issues and concerns within a trusted
and confidential relationship
 Helps reduce frustrations on a personal level and improve the job
satisfaction.

25. Benefits (2/2)
 Team Efficiency
 Allows managers to identify the weaknesses and strengths of
each employee
 Allows the organization to plan available resources to maintain
smooth functioning when employees request vacation or take a
sick day.
 Versus Training
 In the context of training budget cuts, coaching and mentoring
allows you to “do more with less”
 One US study showed that while training alone increases
productivity by 22.8%, for training combined with coaching the
figure was nearly 90%. Serves as a bridge between training and
implementation.
 Specific benefits include better communication and interpersonal

26. Challenges (1/2)
 Most barriers to effective mentoring and coaching stem from:
 Issues of organisational culture where the prevailing culture is
not sympathetic to mentoring and coaching, or does not fully
understand it.
 Personality issues between those involved in mentoring and
coaching programmes.

27. Challenges (2/2)
 Challenges to effective mentoring/coaching include:
 Poor matching of mentors or coaches to their protégés
 Lack of managerial support at higher levels
 Resentment from those not chosen to participate in mentoring
and coaching programmes, perhaps due to a perception of
favouritism
 The creation of unrealistic expectations as to what mentoring and
coaching can achieve
 The blurring of role boundaries, for example, between the role of
manager and mentor.

28. Thank you