Coaching, Mentoring & Onboarding
Dr.Osveh Esmaeilinezhad
Azar Shadfar*
9525022
Mahdieh Shahmoradi
9525023
Ida Karimi
9525043
Hanieh Vahdatian
9525066
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COACHING
ü What is Coaching
ü Basic Coaching Features
ü Necessity of Coaching in the Organization
ü Coaching process
ü Which questions to ask
ü Coach’s Competency
ü Coaching as managers
By
Hanieh Vahdatian
9525066
Section one
Slide 3 to 11
Coaching is ….
ü… A creative process that encourages employees to enhance
their professional and personal capacities.
ü… Done by a manager or supervisor who plays a role as
facilitator in training to learn, develop and improve
employees.
1.Ellinger, A. D., Ellinger, A. E., Hamlin, R. G., & Beattie, R. S. (2010).
Achieving improved performance through managerial coaching. In
R. Watkins & D. Leigh (Eds) .International Journal of Evidence Based
Coaching and Mentoring, 7(1), 12-38 .
‫ ﻧﻘﺶ ﻣﺮﺑﯽ ﮔﺮي ﻣﺪﯾﺮﯾﺘﯽ در ﺟﻬﺖ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ‬،1395 ،‫ ﺣﺎﻣﺪ؛ اﺳﻤﺎء ﮐﻤﺎﻟﯽ و ﻣﺤﻤﺪﺻﺎﻟﺢ ﺗﺮﮐﺴﺘﺎﻧﯽ‬,‫دﻫﻘﺎﻧﺎن‬.٢
‫ ﻣ ﻮ ﺳ ﺴ ﻪ آ ﻣ ﻮ ز ش ﻋ ﺎ ﻟ ﯽ ﻧ ﯿ ﮑ ﺎ ن‬، ‫ ﺗ ﻬ ﺮ ا ن‬، ‫ ﮐ ﻨ ﻔ ﺮ ا ﻧ ﺲ ﺑ ﯿ ﻦ ا ﻟ ﻤ ﻠ ﻠ ﯽ ﻣ ﺪ ﯾ ﺮ ﯾ ﺖ و ﺣ ﺴ ﺎ ﺑ ﺪ ا ر ي‬، ‫ا ﻧ ﺴ ﺎ ﻧ ﯽ ﺳ ﺎ ز ﻣ ﺎ ن ﻫ ﺎ‬.
Basic Coaching Features
Giving
feedback to
people
about their
strength
and
weaknesses
Focus on
improving
performanc
e and
upgrading
individual
skills
Covering
individual
and
organizatio
nal what
goals
Emphasis
on the
assumption
of selfawareness
or the
possibility
of
achieving
selfawareness
Time
limited
Emphasis
on work
performanc
e with the
possibility
of
discussing
about
personal
issues
Renard, Laurent (2005). Executive Coaching for Professional Organization, PHD Thesis, School of Humanities, the
American University of London.
Necessity
of Coaching
in the
Organization
• Recruitment and maintaining the talented
employees
• Competition with other organization and
need to be different from them
• Trying to keep the employees commitment to
the organization
• Developing employee’s skills and individual
capacities
‫ ﮐﻨﻔﺮاﻧﺲ ﺑﯿﻦ اﻟﻤﻠﻠﯽ‬، (coaching)‫ ﮐﻮﭼﯿﻨﮓ‬،1397 ،‫ ﺟﻮاد؛ ﺳﻌﯿﺪ ﮐﺎﻇﻤﯽ و آزاده اﺣﻤﺪزاده ﻗﺼﺎب‬,‫ﻋﺒﺪي‬
. ‫ ﻣ ﻮ ﺳ ﺴ ﻪ ﭘﮋ وﻫ ﺸ ﯽ ﻣ ﺪ ﯾ ﺮ ﯾ ﺖ ﻣ ﺪ ﺑ ﺮ‬، ‫ د ا ﻧ ﺸ ﮕ ﺎ ه ﺗ ﻬ ﺮ ا ن‬- ‫ ﺗ ﻬ ﺮ ا ن‬، ‫ﻣ ﻄ ﺎ ﻟﻌ ﺎ ت ﺑ ﯿ ﻦ ر ﺷ ﺘ ﻪ ا ي د ر ﻣ ﺪ ﯾ ﺮ ﯾ ﺖ و ﻣ ﻬ ﻨ ﺪ ﺳ ﯽ‬
Coaching
process
specify the
execution time
analyze
goals
setting
goals
analyze
solutions
getting
feedback
learning
and
teaching
،‫ ﺷﺸﻤﯿﻦ ﮐﻨﻔﺮاﻧﺲ ﻣﻠﯽ ﻋﻠﻮم ﻣﺪﯾﺮﯾﺖ ﻧﻮﯾﻦ‬،‫ ﺑﺮرﺳﯽ ﮐﺎرﮐﺮد و ﺗﺎﺛﯿﺮ ﻣﺮﺑﯿﮕﺮي در ﺳﺎزﻣﺎن‬،1396 ‫ ﻋﻠﯽ؛‬,‫ﻃﺒﺎﺋﯽ‬
. ‫ﮔ ﺮ ﮔ ﺎن‬
Which questions to ask?
What
Why
Who
When
How
Where
https://hbrascend.org/topics/the-questions-good-coaches-ask
Coach’s Competency
1. Having deep experience in the given area
2. Familiarity with the challenges and the blind spots
3. Planning the activities, defining the perspective plan and setting
measurable and realistic targets with specific timeframe for the
coaching meetings
4. Appropriate information of the coachee’s work area
5. The ability of analyzing the problems
6. Being alert to the trends and the environmental changes
7. Motivating, energetic and promising
8. Creating a network with the coaches and the experts in the given
area in order to share their knowledge and personal experience
.‫ ﮔﺮﮔﺎن‬،‫ ﺷﺸﻤﯿﻦ ﮐﻨﻔﺮاﻧﺲ ﻣﻠﯽ ﻋﻠﻮم ﻣﺪﯾﺮﯾﺖ ﻧﻮﯾﻦ‬،‫ ﺑﺮرﺳﯽ ﮐﺎرﮐﺮد و ﺗﺎﺛﯿﺮ ﻣﺮﺑﯿﮕﺮي در ﺳﺎزﻣﺎن‬،1396 ‫ ﻋﻠﯽ؛‬,‫ﻃﺒﺎﺋﯽ‬.
Coaching as managers
If managers want to play a coach’s role effectively, they have
to consider the following points:
üPaying attention to the employees’ problems, although they might
look small and not important.
üThey should appreciate their employees’ efforts
üAsking for their opinions and engaging them in the job.
üHelping the employees to have a plan for their personal changes in
order to avoid workplace and life stress and to increase their
efficiency.
üAsking their employees about which one of the organization’s goals
in more important to them which they can commit to. Because they
focus more on the issues that they have more control on.
.‫ ﮔﺮﮔﺎن‬،‫ ﺷﺸﻤﯿﻦ ﮐﻨﻔﺮاﻧﺲ ﻣﻠﯽ ﻋﻠﻮم ﻣﺪﯾﺮﯾﺖ ﻧﻮﯾﻦ‬،‫ ﺑﺮرﺳﯽ ﮐﺎرﮐﺮد و ﺗﺎﺛﯿﺮ ﻣﺮﺑﯿﮕﺮي در ﺳﺎزﻣﺎن‬،1396 ‫ ﻋﻠﯽ؛‬,‫ﻃﺒﺎﺋﯽ‬
.21-40 ،‫ ﺗﻮﺳﻌﻪ ﮐﺎرآﻓﺮﯾﻨﯽ‬.‫ ﺷﺎﯾﺴﺘﮕﯽ ﻫﺎي ﮐﻠﯿﺪي ﻣﺮﺑﯿﺎن ﮐﺴﺐ وﮐﺎر‬،1395 ،‫ م؛ ﮔﻮدرزي‬,‫ﻋﺰﯾﺰي‬
Increase in
job
satisfaction
Increase in
decision
making
Improvement
in working
relationships
Advantages
of coaching
Leader
retention
Achievement
of
organization’s
objectives
Reduction in
stress
Increase in
motivation
.‫ ﮔﺮﮔﺎن‬،‫ ﺷﺸﻤﯿﻦ ﮐﻨﻔﺮاﻧﺲ ﻣﻠﯽ ﻋﻠﻮم ﻣﺪﯾﺮﯾﺖ ﻧﻮﯾﻦ‬،‫ ﺑﺮرﺳﯽ ﮐﺎرﮐﺮد و ﺗﺎﺛﯿﺮ ﻣﺮﺑﯿﮕﺮي در ﺳﺎزﻣﺎن‬،1396 ‫ ﻋﻠﯽ؛‬,‫ﻃﺒﺎﺋﯽ‬
Time
constraints
Hard to
evaluate
effectiveness
Lack of
individual
attention
Disadvantages
of coaching
Possibility of
being not
compatible with
organization’s
goals
Not practical
for only
education
courses
.‫ ﮔﺮﮔﺎن‬،‫ ﺷﺸﻤﯿﻦ ﮐﻨﻔﺮاﻧﺲ ﻣﻠﯽ ﻋﻠﻮم ﻣﺪﯾﺮﯾﺖ ﻧﻮﯾﻦ‬،‫ ﺑﺮرﺳﯽ ﮐﺎرﮐﺮد و ﺗﺎﺛﯿﺮ ﻣﺮﺑﯿﮕﺮي در ﺳﺎزﻣﺎن‬،1396 ‫ ﻋﻠﯽ؛‬,‫ﻃﺒﺎﺋﯽ‬
MENTORING
ü Definition of mentoring
ü Mentoring Types
ü Origin of mentoring
ü Skills required in mentoring
ü Benefits of mentoring for mentor
ü Benefits of mentoring for mentee
ü Benefits of mentoring for organization
ü What a Mentor Should Do
ü What a Mentor Shouldn’t Do
By
Mahdieh Shahmoradi
9525023
Section two
Slide 13 to 23
A Definition ….
A deliberate pairing of a more skilled or experienced person(mentor)
with a lesser skilled or experienced one(mentee), with the agreedupon goal of having the less experienced person grow and develop
specific competencies.
Cheri chan , 2011 ,What is mentoring?
WHAT IS MENTORING?
Mentoring refers to on-the-job person-to-person training in which a veteran
employee helps a newer employee learn how to do their job, including:
• How to relate to others in the workplace,
• How to apply their skills and abilities,
• How to follow accepted protocols and procedures.
https://www.ncsl.org/print/nlpes/WorkplaceMentoring07.pdf
Mentoring is …
… a learning and developmental relationship between two people.
It depends on …
… essential human qualities
Such as :
It involves …
… the skills
Such as :
• Commitment
• Authenticity
• Trust
• Integrity
• Honesty
Dr Bob Garvey , 2008 , The benefits of mentoring :A literature review
• Listening
• Questioning
• Challenge
• Support
TYPES of
MENTORING
Informal
Formal
1.Kalyani Premkumar, 2007, An introduction to mentoring principle, processes & strategies for
facilitating mentoring relationships
2. https://en.wikipedia.org/wiki/Mentorship
Origin
It is widely cited that the concept of mentoring
originated with the character of Mentor in
Homer’s Odyssey. In this Ancient Greek epic
poem, dating back around 3000 years, Odysseus
entrusts his young son Telemachus to the care
of Mentor, his trusted companion, when he goes
to fight in the Trojan War. Unexpectedly, he is
away for decades and during that time Mentor
nurtures and supports the boy.
Kathy Kram, 2007, The roots & meaning of mentoring
SKILLS
Shared core skills
Linda Philips Jones , 2003, skills for successful mentoring
BENEFITS FOR MENTOR
Improved performance
Greater satisfaction, loyalty and self-awareness
Developing new knowledge and skills
Job satisfaction from seeing others develop
Learning and developing yourself from the process
Having identified future potential of the person they are mentoring
Felling satisfaction at the success of the mentee
Recognition of your mentoring skills by the Department and organization
Motivation from self development and responsibility
1.Dr Bob Garvey , 2008 , The benefits of mentoring :A literature review
2.Documents of Manchester metropolitan university, Mentoring guidelines
BENEFITS FOR MENTEE
Improved performance and productivity
Career opportunity and advancement
Improved knowledge and skills
Increased self confidence and motivation
An opportunity to develop skills by observing others
Understanding of the formal and informal culture and structures
An opportunity to think about things in a different way
A source of knowledge and experience to tap into
1.Dr Bob Garvey , 2008 , The benefits of mentoring :A literature review
2.Documents of Manchester metropolitan university, Mentoring guidelines
BENEFITS FOR ORGANIZATION
Increased levels of motivation from those involved
Employees who have a clear direction and clear objectives
Improved communication at all levels and across levels
Sharing of knowledge and experiences and best practice as standard working practice
Innovation and continuous improvement in the way that employees approach their work
Staff retention and improved communication
Improved morale, motivation and relationships
1.Dr Bob Garvey , 2008 , The benefits of mentoring :A literature review
2.Documents of Manchester metropolitan university, Mentoring guidelines
What a mentor should do …
ØGive them meaningful tasks and responsibilities (let them
make mistakes)
ØGive prompt feedback on performance and products
ØAsk them what they would do and listen carefully to their
ideas and suggestions
https://www.ncsl.org/print/nlpes/WorkplaceMentoring07.pdf
What a mentor shouldn’t do …
ØDon’t give them complex tasks without discussing the
approach to those tasks
ØDon’t redo work that they have done without walking through
and explaining what you did and why
ØDon’t tell them that something is fine or okay when it was not
https://www.ncsl.org/print/nlpes/WorkplaceMentoring07.pdf
MENTORING
ü New Methods of Mentoring
ü Big Companies’ Mentoring Programs
ü Coaching & Mentoring Differences
ü Coaching vs Mentoring
ü Using Coaching & Mentoring
By
Ida Karimi
9525043
Section three
Slide 25 to 33
New Methods of Mentoring
ØOnline Mentoring
ØMore accessible mentoring
ØMore diverse mentors and mentee
ØMore effective communication & more effective mentoring
ØLess admin for everyone
https://mentorloop.com/blog/online-mentoring-change-mentoring/
Some Platforms Offering Online Mentoring
Some Platforms Offering Online Mentoring
ØMogul
ØHorse's Mouth
ØFind a Mentor
ØMentorCity
ØGraduway
ØMentornity
https://hbr.org/2019/10/why-reverse-mentoring-works-and-how-to-do-it-right
New Methods of Mentoring
ØReverse Mentoring
Reverse mentoring pairs younger employees with executive team members to
mentor them on various topics of strategic and cultural relevance.
ØIncreased retention of Millennials
ØSharing of digital skills
ØDriving culture change
ØPromoting diversity
https://hbr.org/2019/10/why-reverse-mentoring-works-and-how-to-do-it-right
Caterpillar
Reverse
Mentoring
3-year
program
https://www.gloat.com/home/5-companies-showcasing-successful-mentorship-
Schneider Electric
Artificial
Intelligence
InnerMobility
https://www.gloat.com/home/5-companies-showcasing-successful-mentorship-
General Electric (GE)
Targeted
Programs
Reverse
Mentoring
https://www.gloat.com/home/5-companies-showcasing-successful-mentorship-programs/
COACHING
is taking someone through the experiential learning cycle in a systematic way
with the intention of improving the capability to apply specific skills or deal
with problematic situations.
a questioning approach
an advisory role
AND
MENTORING
Coaching
facilitating self-discovery
Mentoring
sharing expertise
is assigning a respected and competent individual (other than the direct boss)
to provide guidance and advice in order to help someone cope with and grow
1.Sarah Dinolfo, 2010, Making mentoring work
2.Moya K.Mason, 2017, Debate over coaching & mentoring in today’s workplace
Coaching
Mentoring
Timeframe
v Short term
v Long term
Focus
v Performance driven
v Development driven
Structure
v more structured,
v more informal
Expertise
v more expertise
v more seniority and expertise
Agenda
v co-created by the coach and the
coachee
v set by the mentee
Questioning
v Coach asks
v Mentee asks
Outcome
v specific and measurable
v shifts and change
over time, more
interest in the
overall development
of the mentee
with regularly scheduled meetings
https://www.kent.edu/yourtrainingpartner/know-difference-between-coaching-and-mentoring
When to use…
Mentoring
v Motivate talented
professionals to focus
on their career/life
development
v Inspire individuals to
see what is possible in
their career/life
v Enhance the
professional’s
leadership
development
v Transfer knowledge
from senior to junior
professionals
VS.
Coaching
v Develop raw talent with a
specific new skill
v Enhance the experienced
professional with a new or
refreshed skill
v Help individuals who are not
meeting expectations or goals
v Work one-on-one with leaders
who prefer working with a
coach rather than attending
“public” training programs
https://www.kent.edu/yourtrainingpartner/know-difference-between-coaching-and-mentoring
ONBOARDING
üHow is Onboarding Important?
ü Orientation vs Onboarding
ü Onboarding Strategy Level
ü A Simple Onboarding Process Flow
ü The Best Practice in Onboarding
ü Introducing an App for Onboarding
ü The Effect of a Strong Onboarding on Business
By
Azar Shadfar
9525022
Section four
Slide 35 to 42
IS
ONBOARDING
IMPORTANT ?
HOW
Of new
employees quit
after the first
day
Of new employees
leave their job
within 4 months
4%
40% 50%
Of managers hired
externally fail within the
first 18 months of their
job
1. https://www.bamboohr.com/resources/guides/the-definitive-guide-to-successfully-onboarding-yournew-employees/
2.Smart, B. (1999). Topgrading: How leading companies win by hiring, coaching, and keeping the best
people. Upper Saddle River, NJ: Prentice Hall.
EMPLOYEE
ONBOARDING
… is the process through which new recruits are introduced to their jobs,
workplace, co-workers and responsibilities.
AND
ORIENTATION
… is a thorough process where new employees are introduced to their
respective department.
1. https://blog.vantagecircle.com/onboarding-vs-orientation/
2. https://www.insperity.com/blog/employee-onboarding-vs-orientation-need/
3. Van Maanen, J. & Schein, E. H. (1979). Toward a theory of organizational socialization.
Research in Organizational Behavior, 1, 209-264.
Orientation Onboarding
Focus on
Role in company
Role in department
Duration
One-time event
Sequence of events
Setup
Outcome
Classroom
On-the-job
Ready for training
Ready to contribute
https://www.insperity.com/blog/employee-onboarding-vs-orientation-need/
refers to ensuring that
employees understand
their new jobs
and
all related expectations.
includes teaching
employees basic Legal
and
Policy-related rules and
Regulations.
a broad category that
includes providing
employees with a sense of
organizational norms—
both formal and informal.
refers to the vital
interpersonal
relationships
and
information networks
that new employees must
establish.
1.https://www.shrm.org/foundation/ourwork/initiatives/resources-from-pastinitiatives/Documents/Onboarding%20New%20Employees.pdf
2. https://www.hrcloud.com/blog/onboarding-best-practices-the-4-cs
3. https://www.ies.ncsu.edu/blog/the-four-cs-onboarding-that-saves-time-and-reduces-costs/
A SIMPLE ONBOARDING PROCESS FLOW
HR / admin Customer
day
day
1
2
Product
day
3
Culture
day
Team
day
4
5
https://www.lever.co/blog/employee-onboarding-101-a-sample-one-week-program/
Zappos onboarding program….
ü Lasts 4 weeks.
ü emphasis on creating bonds and communicating the company
culture.
ü Is the same for all, regardless of their job title.
ü but new arrivals also have an option…
They can quit and the company will give them $2000.
https://hubworks.com/blog/five-companies-with-a-unique-onboarding-process-and-what-makes-themsuccessful.html
Buffer onboarding program includes….
A 6 week
boot camp
where
recruits
are assigned
3 buddies
üA Leader Buddy
Who is an experienced employee that guides new
hires and teaches them about the values.
üA Role Buddy
Who is there to teach the candidates about their
role entails.
üA Cultural Buddy
Who teaches new hires about the culture assesses
whether there’s a culture fit.
https://hubworks.com/blog/five-companies-with-a-unique-onboarding-process-and-what-makes-themsuccessful.html
INCREASE RETENTION
a) Companies with an engaging onboarding program retained
91% of their first-year workers."
b) 7 out of 10 employees are more likely to stay with a
company for three years if they experienced great
onboarding."
IMPROVE PRODUCTIVITY
a) Onboarding makes employees nearly 2X as
productive.!
b) Business in the united states and united kingdom lose
an estimated $37 billion each year from employees
not understanding their jobs.!
DRIVE REVENUE
Great onboarding can lead to 60% year-over-year
improvement in revenue.#
1.SHRM
2.The true cost of a bad hire Brandon Hall group/ Glassdoor
3.Aberdeen group
Thanks for
your
attention