Mentorship and Coaching Framework

1. Mentorship and CoachingFramework Gizelle Mc Intyre gizellem@peopledev.co.za 076 937 6682

2. Objectives • Establish the capacity to perform workplace training and skills transfer at every level in the organization • Use mentorship and coaching as a learning tool to provide a blended learning approach • To improve workplace performance • To register professionally at COMENSA (Professional body) for the coaches • To fast-track workplace learning in accordance with the business skills requirements

3. Roles COACHING VS. MENTORING • Mentoring Mentoring is a powerful, professional alliance focused on personal and professional development. It is a way to assist individuals to make best use of their resources. It is a relationship where two people invest time, know-how and effort to enhance growth, knowledge and skills. This partnership transcends duty and obligation and often involves coaching, networking, sponsoring and career counselling. Mentorship deals with “whole person” development. • Coaching Coaching is a form of on-the-job training using work to provide planned opportunities for learning under guidance. Coaching assists employees assess and improve their performance on specific tasks. Learning is facilitated in an actual business environment and oriented towards performance improvement and/or acquiring a specific skill through workplace training.

4. Definitions • Mentor: • Someone who acts as a guide, advisor and counselor at various stages in someone’s career from induction, through formal development to a top management position • Protégé is someone who is allocated to a mentor and can be: • A new employee or recruit. • An Engineer-in-training or Graduate-in-training • Anyone undertaking technical / medical /professional training and qualifications. • Someone who aspires to a supervisory role. • A supervisor moving into middle management. • Anyone seeking to improve their on-the-job performance and / or • Anyone seeking to develop new knowledge and skills.

5. Definitions • Coach: • Can be defined as a subject matter expert or line manager who endeavors to develop their staff to achieve optimum job performance through informal, but planned on-the-job training, which generally occurs through personal coaching sessions. • Learner: • A learner can be defined as a more junior staff member of the line manager or coach. • A learner may be an individual registered on a formal learnering programme (e.g. learnership)

6. Executive Coach • Target M,P,S,E and F band employees, using the following triggers • leadership effectiveness feedback • performance management • career management • To establish a tailor-made individual plan which has a holistic approach to people development, focusing on • competence (the ability) • empowerment (the opportunity) • motivation (the will) • To have specific, measurable development objectives • To have structures, contracted roles and accountabilities

7. Benefits (Mentorship) • The mentor Mentoring provides the mentor with the following benefits: • Increased motivation and self-esteem brought about by the mentoring role. • Greater respect and recognition from staff in the organization. • Satisfaction and enhanced prestige in constructive insight building and competency development through sharing specific knowledge and skills. • An opportunity to sharpen and improve own management skills, particularly advisory skills and supporting skills in a safe environment. • An opportunity to learn about the views and perspectives of others less senior and in other parts of the organization. • A chance to influence and improve communications with others in the organization. • The organization Mentoring provides the organization with the following benefits: • An opportunity for employees to be encouraged, supported and motivated to reach their potential. • Greater job satisfaction, morale and commitment by mentors and protégé are to their work. • Improved work performance of protégé’s. • The transfer of the organizational values to protégé’s, leading to a more stable culture. • Improved communications through linking different departments and levels within the organization. • Established routes for effective career development that can aid the recruitment of high calibre staff.

8. Benefits (Coaching) • The coach Coaching provides the coach with the following benefits: • A more successful and productive department / team. • Greater confidence when delegating tasks to staff. • Development of own management skills. • A growing reputation as a ‘developer of people.’ • Exposure to new ideas and perspectives from staff. • The organization Coaching provides the organization with the following benefits: • Supports learning organization principles • Encourages people to value learning. • Provides instant and ongoing feedback about performance. • Improves manager and staff relationships and communications. • Provides a cost effective means of staff development. • Greater value for money from formal training. • Improved retention to realize the return on investment.

9. Learning Contract/Agreement • A written contract with learning objectives, measurement criteria, timeframes and role responsibilities • Learning objectives • From formal curriculum • Performance assessment gaps • Career-path planning • Succession management