Role of Line Managers in Coaching and Mentoring
Understand the nature, purpose and
benefits of coaching and mentoring in
organisations.
1.1 Differentiate between the concepts of coaching
and mentoring.
1.2 Assess the benefits of coaching and mentoring
for different stakeholders in organisations.
2. Understand the different ways coaching
and mentoring can be implemented in
organisations.
2.1 Assess the different types of coaching and
mentoring that can be implemented within
organisations.
2.2 Evaluate the role of line managers within
coaching and mentoring.
3. Be able to support the implementation of
coaching and/or mentoring programmes
within an organisation.
3.1 Assess the factors which need to be
considered when implementing coaching and
mentoring in organisations.
3.2 Make justified recommendations for how
coaching and mentoring activities could be
developed and implemented.
3.3 Contribute to the development of coaching and
mentoring in an organisational context.
Solution
Key Summary
The report focuses on the approach of coaching and mentoring in the organization which
appears to be neglected by the L&D professional managers. The company only formulates
solutions once they face a challenge and this puts their operations at risk. Therefore, the
company spends a lot of time, resources and challenges during decision-making phases. Besides,
there are various recommendations that I gathered which are essential to assist in the coaching
and mentoring program. They include, hiring new coaches to assume the roles of mentoring and
coaching, building skills through educating employees and managers on the skills they need to
acquire to help in coaching and mentoring program and, supporting them while they are learning
through allocating them enough time and resources. Additionally, I will contribute to the
approach by connecting trainees to mentees to build trust and an atmosphere that is friendly
together with encouraging more volunteers to participate in the program.
Activity One
Introduction
The concept of coaching and mentoring has gained a lot of favor among organizational
management teams, the aspect of mentoring and coaching employees is seen as important today
since it can capture some learning and development concepts that are highly beneficial to the
employees and the organization. Modern individualism has increased tremendously due to the
enhanced rate of globalization around major industries in the world today, this has led to the
changing and shifting of many workplace experiences altering employee experiences on the
same. Leadership and development managers within an organization provide some of the
COACHING AND MENTORING 3
coaching and mentoring required by employees while the rest is provided by the human
resources managers.
L & D managers are the most essential providers of coaching and mentoring services
among employees since they are mainly tasked with the duty of developing technical, functional,
and professional skills among employees which come hand in hand with a lot of mental
discipline. Mental discipline is achieved through continuous coaching and mentoring which
increases self-esteem and self-confidence among employees creating a highly motivated and
inspired workforce. Boysen (2018, p. 5) defines coaching as a process where human performance
is the main objective for improvement, while Long (2020, p. 1) looks at mentoring as an aid to
individuals in assessing their performance rather than their talents and abilities, the process of
mentoring is meant to increase self-confidence among employees while coaching increases
motivation and professionalism in an employee.
According to Scoular and Ibarra (2019, par. 4), coaching can only be successful in
creating a learning organization if it executed by those inside the organization, managers should
constantly engage with their employees to understand the different meanings of the
organization's goals and missions to the performance and productivity of employees. An
effective L & D manager asks questions instead of providing answers, supports employees rather
than judging them, and enables their development rather than dictating to them what has to be
done and how it has to be done. This paper looks at the similarities and differences between
coaching and mentoring, their benefits to employees and organizations, the role of managers in
coaching and development, and the factors that need to be considered when implementing
coaching and mentoring activities.
Similarities of Coaching and Mentoring
COACHING AND MENTORING 4
According to Habits for Wellbeing (2016, p. 1), mentoring and coaching both bases their
assumptions on basic values and beliefs that human beings can change their behaviors and adopt
more comprehensive work strategies. Also, mentoring and coaching are not regarded as a quick
fix to individual problems and they both require time to yield positive results, both activities
highly use the learning process as an important knowledge impacting activity that is set to
enhance an employee’s skills, knowledge, and abilities that will enhance the performance of their
work in their place of work.
Habits for Wellbeing (2016, p. 1), also indicate that both activities are essentially
conversations that take place between a coach or mentor and an employee, the conversations are
highly engaging and every participant of the conversation is regarded as active since coaches and
mentors are required to provide the right questions and not provide answers or dictate rules to
employees. The main goal of coaching and mentoring in employment is to lead personal and
professional transformation in reinventing an employee and creating a dependable workforce for
the organization.
Differences between Coaching and Mentoring
As much as coaching and mentoring work towards the same goals the activities do not
follow the same protocol in achieving some of their goals, the differences are based on factors
such as focus, contexts, intentions, level of sector knowledge, level of formality, and many more.
Looking at some of the differences, in coaching the client is set to receive structured support to
develop awareness and find their own solutions to their problems, while in mentoring the client
is given the solutions and directions to solving his/her problems. The context of coaching
depends on how the coaching process is requested can be in team, individual, or through an
COACHING AND MENTORING 5
organization, while the context of mentoring is generally personal and mainly focusses on
professional development.
Coaching intends to ask the client questions and help them come up with their own
solutions to their problems while in mentoring the intention is telling the client the solutions to
their troubles. Looking at the level of sector knowledge in coaching it is low to medium while
mentoring it is medium to high, this means that the coaching process starts from the primary
cause of the issue while mentoring deals with the issue at hand. The contract on coaching is
specified can be between 4 months to one year while that of mentoring is not specified and can
go on as per the interest of the mentor and the mentee. Lastly, the number of participants in
coaching varies depending on the type of coaching requested while mentoring is done one on one
(Habits for Wellbeing, 2016, p. 1).
Key Benefits and Purposes of Coaching and Mentoring in Organizations
Retention; L & D managers can increase the rate of retention among employees by developing
their skills and knowledge on their tasks and duties enhancing their motivation to work for the
organization. Creating experienced professionals by molding their careers and providing better
working opportunities for all employees helps create a great sense of connection and
commitment by the employees towards the organization. According to Killer, M. (2020, p. 1),
the process and coaching and mentoring helps in creating a comfortable and a favorable working
environment for both the management and the employees, this helps the company save money
that would have been otherwise used in the hiring and recruitment of new employees.
Team Efficiency; coaching and mentoring are encouraged in organizations due to their ability to
enhance team function among employees, within a given department, and within the entire
COACHING AND MENTORING 6
organization. L & D managers can detect strengths and weaknesses among employees through
coaching and mentoring programs, this allows the manager and the organization to capitalize
resources to help all employees adopt a favorable working structure.
Personal Development; the main aim of coaching and mentoring is to enhance personal
professional development among employees which improves their professionalism and enhances
quality work and service production. L & D managers need to ensure that all their employees
have all the required work skills to perform their duties and tasks, this can be enhanced by
constantly coaching and mentoring them.
Significance; the act of coaching and mentoring involves pairing un-experienced employees
with coaches and mentors who are meant to help them create a positive outlook towards their
career development which can be of great significance to the organization and to the employees
themselves.
Types of Mentoring that can be Administered to an Organization
Career mentoring for improved employee career development; Career mentoring enables
both career development and leadership development to assist employees gain new skills and
feel engaged with other employees and your organization. Encouraging learning principles
through mentoring in organizations ensure that their employees take an active role in spreading
knowledge and best practices throughout the organization.
High-potential mentoring for leadership development; High potentials are extremely valuable
assets to any organization but they are often difficult to keep. It is authoritative to engage these
rising stars while also exposing them to different areas of the business, developing their
COACHING AND MENTORING 7
leadership skills, and ensuring they are learning what they need to excel in prospective new roles
(Chronus, 2020, par. 3).
Diversity mentoring for an inclusive workplace; Chronus (2020, par. 4) points out that
diversity mentoring not only helps organizations develop and retain diverse talent but it also
helps build a healthy community of diverse talent for future needs. Corporations differentiate
themselves from their competitors while providing long-term support for their employees by
offering a diversity mentoring program.
Types of Coaching that can be Administered to an Organization
Executive Coaching; It is an effective way of strengthening the performance of your most
important leaders and assist them in making key changes. The personal supportive environment
provided by an executive coach can nurture new ways of thinking, acting, and influencing to
achieve significant business results (Center for Creative Leadership, 2020, par. 3).
Integrated Coaching; According to the Center for Creative Leadership, (2020, par. 4),
Integrated coaching implants coaching sessions into a broader leadership development program
and it can reaffirm and reinforce lessons learned in leadership training. An organization running
a development program for high-potential, mid-level managers might include a coaching element
designed to help participants develop and apply what they are learning from the leadership
program.
Team Coaching; Team coaching includes a range of methodologies and formats aimed at
nurturing healthy interactions and high performance. It may also include less scripted methods
such as helping a project team interact more effectively or facilitating a process that grows in
COACHING AND MENTORING 8
unplanned ways and sometimes a coach may observe a team in its normal work environment and
provide coaching based on those observations.
Role of Line Managers in Coaching and Mentoring
According to Barber (2018, par. 3), line managers are the most essential people to ensure
that all employees are provided with the best work environment and skills, this is only enabled
by creating a progressive coaching and mentoring platform for all employees. The main role of
line managers in coaching and mentoring employees is ensuring that all employees receive
mentorship and coaching programs that are aligned to their weaknesses to enhance their
performance in the workplace. Line managers are also obligated to create a coaching and
mentoring culture within the organization, this helps normalize the process of seeking help in
finding solutions to one's problem within the organization.
According to the CIPD learning and development annual survey report 2014, over 76%
of public organizations globally offer coaching and mentoring to their employees, the percentage
is higher in private companies with over 86% of private companies providing coaching and
mentoring. Hirsh, Silverman, Tamkin, and Jackson, (2004, p. 6) points out that coaching through
line managers is the most common mode of coaching than one which is imported from external
sources, the line manager has to also ensure that both the primary and mature type of coaching is
equally practiced among all employees. Primary coaching and mentorship focus on the
performance of the employee while mature coaching focusses on the empowerment of
employees. Line managers need to ensure that they develop their level of consistency in
providing the required support structure to employees this means that they need to be fully
equipped on their mentoring and coaching roles to increase the level of commitment towards
performance improvement within the organization.
COACHING AND MENTORING 9
Factors that need to be considered in Implementing Coaching and Mentoring
L & D manager has to take a lot of factors into consideration before implementing
coaching and mentoring programs within an organization. The differentiation between mentoring
and coaching has to be the first aspect that the L & D manager has to consider since the two
activities focus on two very different outcomes, coaching is task-oriented while mentoring is
relationship-oriented. Hermel-Stanescu (2015, p. 379) indicates that understanding the
differences helps the manager pick out the best types of coaching and mentoring programs for
the employees.
The objectives and mission of the organization is another important factor that needs
consideration when implementing a coaching or mentoring program, both activities have to
properly align to the main goals of the organization, goals, and aims within an organization may
shift with time forcing the L & D manager to keep shifting the implementation strategies for both
coaching and mentoring programs. When an organization depends on external coaching and
professional mentors it has to consider the cost and affordability of both coaching and mentoring
activities, the organization has to ensure that it can afford to provide these activities to their
employees without compromising the financial situation of the company.
The quality of coaching and mentoring activity is also another factor that needs to
consider when dealing with the implementation of coaching and mentoring among employees in
an organization. The L & D manager has to ensure that the quality of task-oriented or
relationship-oriented development activities has a positive influence on the employees, to ensure
this the manager has to ensure that the level of accuracy in these activities is high and
dependable. The last factor that has to be considered in the implementation of coaching and
mentoring activities within an organization is the type of coaching or mentoring activity suitable
COACHING AND MENTORING 10
with the employees or with the situation among employees to initiate the need for coaching and
mentoring. The L & D manager has to ensure that all necessary and important factors that might
affect the success of the implementation process on coaching and motivation activities are
properly adhered to and looked into.
COACHING AND MENTORING 11
Activity Two
Implementing Coaching and Mentoring
Assessment Analysis
After conducting an assessment on the organization’s coaching and mentoring program,
the company lacks a defined schedule, and the L&D professional managers lack interest in the
field since they believe it’s not their role. Besides, the company requires trained as well as
qualified mentors and coaches in their organization, a subject that puts the organization in a
vulnerable state. Additionally, the only present coaching and mentoring program is ad hoc, or
they design solutions only when they are faced with a problem. The program has many
limitations since it cannot be employed when other challenges arise in the organization. First,
their approach of looking for solutions once the problem has already established lacks
fundamental phases in an organization's operations like testing and designing as the measure is
employed directly without undergoing any testing to see whether it has potential damages to
workers or the company.
Additionally, it is just designed to match up with one challenge, which a waste of the
organization's resources and time as its design is given very little concern since no one will use it
again. Besides, there are risks that an organization has no plans for or do not anticipate. With this
kind of situation, the organization tends to lack a project on risk management, which forces the
organization to use the extra cash, and it ends up losing economic opportunities due to poor
planning and risk management. More so, the program has unclear time allocation when one
should begin or complete a task, thus, creating confusion at work. Moreover, the method is
challenging for a manager to review as well as evaluate employees' work since there is no record
COACHING AND MENTORING 12
of their task. It is hard to use it on a large group of workers, so a group of employees goes
unattended to; therefore, the scales of performance is hard to retrieve. Employees lack
accountability since they know they require a coach and a mentoring approach, which is
lowering the productivity when comparing the organization with others of the same standard that
have a defined coaching and mentoring approach in their routine operations.
Besides, the company has difficulties while solving their routine problems as they lack a
well-formalized structure. Due to this, there requires unified policies and procedures which guide
personnel to handle the matter in a specific approach. Instead, the workers handle issues
differently based on their ability or personal interest or qualifications. Therefore, this lack of
consistency frustrates employees, especially those who need establishing boundaries and
standards to make their performance accepted. As a result, employees have a lot of tension and
lack the morale to be innovative as they feel they are not appreciated, and their excellent
performances are going in vain no matter how hard they work and own their mistakes to promote
their standards of operations. More so, the organization lacks a sound communication system.
This is because they require a rigid hierarchy, one that directs employees on where they are
expected to report relevant information.
Therefore, some essential data ends up in the wrong hands while others end up being
received by careless people who throw them without knowing its importance. The organization
loses a large part of its flexibility, which affects vital activities like delays in decision-making
processes. Lastly, since the company employs solutions to already existing problems, it relies
heavily on modern technology. This includes the use of e-mails to facilitate information and
video conferencing. Therefore, the company faces challenges in cases of power outages, network
problems, which delays the relay of information within the premice of the organization.
COACHING AND MENTORING 13
Recommendations
Since the employees lack the skills of customer care and IT, it will be better to hire a
qualified coach who is excellent in these fields. The coach should dedicate time to teaching
employees and especially engaging them with practical lessons of IT and customer care. Workers
should work within themselves and ensure they get everything right before attending to the
organization's clients. Additionally, the coach should be given enough time to visit every
employee and monitor them throughout their sessions to ensure they are familiar with the
activities they are expected to perform. Through meetings, employees will learn everything they
need to know and employ them while working.
By continuously coaching employees on ways they should handle clients whether they
are approached politely or harshly depending on the moods of clients helps workers gain new
skills to tolerate all types of clients and stay focused throughout the day. Besides, coaching them
on IT skills assists them in tackling a wide range of problems even in cases where their seniours
or managers are absent, work can still go on as usual. It saves time and resources within a
company that will be used in other operations, which provides a safer environment that fosters
innovation. Employees will also develop accountability since they are mentored and have the
necessary skills. They lack excuses for not performing to their tasks, which generally increases
the productivity of an organization (Husband and Jacobs, 2019).
Coach Education
During the years of implementing a coaching and mentoring program, coach education
has proved to be one of the best skills and a primary activity that raises the standard of coaching
practice. Coaches or the L&D professional managers need to be registered for seminars where
COACHING AND MENTORING 14
they will learn everything about the mentoring programs for the organization's personnel. The
organization should invest its resources into coach classes where managers will be equipped with
the necessary skills and morale to teach their juniors and mentor them as well. A month is
enough for managers to receive coaching, come back to inform their colleagues and extend their
skills to employees. Coach education builds an unlimited body of qualified individuals at work
who can handle the approach and generate a plan that identifies all the risk and the strategy that
should be used to control their impact.
Since the managers desire and have the interest to learn about the coaching and
mentoring program, it is essential to provide them with the necessary education (Nelson et al.,
2011). These will bring a culture that follows a set of rules and regulations as the manager will
provide a defined culture where everyone will work within limits. It is beneficial while
maintaining order and uniformity within an organization. Besides, it will help employees remain
active throughout as managers will have mentored them and have expectations on how they
perform their tasks, thus the organization will record improvements in productivity. The
organization should make it a norm to educate their managers yearly, upgrade their knowledge,
and familiarize them with the new approach of coaching and mentoring in the market world
(Padhi, 2019).
Building Skills and Developing Careers
The organization should set up prospects for new skills to be practiced and learned. This
will be exercised by breaking up larger tasks into smaller ones that can be conducted by one
person at a time. Later, the organization should gradually introduce new skills as well as
introduce workers to the norm of identifying the performance targets they need to achieve.
Additionally, employees should be prepared for promotions and shown a career path they should
COACHING AND MENTORING 15
follow. By doing these, staff will be motivated to engage in coaching and mentoring programs.
This mainly focuses on projects that are established to be long term and those that look
challenging. They bring out the potential skills of employees and encourage their involvement in
larger-scale jobs, which promotes excellent accountability of tasks since everyone has a defined
role and have the skills needed to perform their duties. Besides, it aids in helping workers to
identify challenges and possible solutions that should be embraced. It encourages staff to create
their solutions or generate paths that give answers making it easy for workers to be independent
and self-reliant (Robinson, 2014).
Additionally, it promotes a culture that is empathetic to everyone and encourages each
other throughout difficult situations. After successfully mentoring employees, they need to be
brainstormed routinely to develop creativity input and keep the organization's projects on track.
It automatically generates creative opinions instead of focusing on the challenges that may arise
in the future. Besides, this gives L&D professional managers a platform to lead by example as
they take the initiative to address employees, then give them a chance to present their opinions
and solutions which promotes teamwork and proper utilization of resources since everyone
works in a unified approach (Sinclair et al., 2014).
Recognition of Trainees and Supporting the Activity
The organization should ensure that all their trainees, the L&D professional manager
undergoing training as well as the employees have a clear rationale and know the importance of
mentoring them towards the customer care and IT fields. They also need to be fully supported in
terms of financing and given time while their tasks should be allocated to other workers to
promote concentration and an easy time without any distractions. Besides, the organization
should adopt the culture of recognizing the contributions employees made to adhere to the
COACHING AND MENTORING 16
mentoring program. Therefore, while planning for their daily tasks, this should be put into
consideration and should be prioritized when approvals are needed. It aids in giving employees
morale to engage in mentoring programs, which, in turn, benefits the organization.
The trained employees will train their juniours and save resources that the company
would have spent employing other coaches or paying for employees to receive training. This will
also validate how much employees have grabbed in classes and promote further knowledge.
They will be corrected on areas they seem to be poor in while upholding the sector they are best
at and uphold maximum benefits (Serrat, 2009). As a result, the company develops a strong
workers’ relationship, which promotes free interactions. When everyone knows their role and has
defined tasks, the information will be conveyed to the right channels, and cases of
misinterpretation or having data falling on the wrong hand will be minimal, thus saving time and
important activities will occur within the allocated schedule. The program will also allow or give
a platform for sharing individual’s feedback during group meetings where they will aid in
improvements or changes in the ongoing development to produce healthy outcomes in the
organization's projects.
Support Proposal
In summary, I can contribute to the organization's further development of a mentoring
and coaching program by creating an authentic connection between the mentor and the mentee.
When a mentee feels comfortable, teaching or coaching will be smooth and enjoyable, saving
time for everyone involved in the process. While mentoring L&D professional manager as a
mentor, I would advise one to recognize the strength and assist them in stretching to their full
potential. After identifying their strengths, a mentor should earn their trust and designate the goal
that needs to be attained at the end of the program to focus and align everything towards it. The
COACHING AND MENTORING 17
goals should be measurable and attainable to avoid overworking workers and record low
productivity. In addition, since communication is an essential tool in coaching and mentoring, I
will encourage conversations in meetings rather than communicate electronically. Everyone will
be expected to listen carefully without being judgemental and accord respect to promote a shared
understanding and create a friendly environment that encourages excellent mentoring, as
discussed by Jones (2003).
Besides, I would encourage more volunteers to participate in the coaching program and
still mentor workers that are willing rather than force the whole project to everyone and record
the low outcome. Since an organization has different projects, I would encourage workers to
participate in projects they are interested in and match their skills or tasks. Lastly, I will foster
independence by motivating the L&D professional managers and giving them correct feedback
on their progress and understanding while teaching employees and helping inspire everyone.
COACHING AND MENTORING 18
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COACHING AND MENTORING 21
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