• Possess qualifications and experience in the areas that skills-transfer coaching is offered. • Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long. Business coaching & mentoring Organisational development, changes brought about by mergers and acquisitions as well as the need to provide key employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or mentoring. At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as a professional or personal development tool. Coaching and mentoring are also closely linked with organisational …show more content…
Controlling self defeating emotions 8. Acquiring effective transaction skills. 9. Acquiring 'positive self-regard' and a sense of optimism about one's own ability to satisfy one's basic needs. Counselling is discussion of an employee’s problem that usually has an emotional content to it, in order to help the employee cope with the situation better. Counselling seeks to improve employee’s mental health. People feel comfortable about themselves and about other people and are able to meet the demands of life when they are in good mental health. When to consider mentoring: • When a company is seeking to develop its leaders or talent pool as part of succession planning • When a company seeks to develop its diverse employees to remove barriers that hinder their success • When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies • When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations • When a company wants to create a workforce that balances the professional and the personal There are seven core techniques given by Rogers, Carkheff and Patterson, which assist the counsellor to apply appropriate core counselling conditions. They are as …show more content…
Often, you just didn’t provide the right environment and support for the person to perform. Are the expectations clear? Is the person sufficiently trained? Does the person have sufficient access to information? Do team members provide sufficient support? Is somebody else in the team sabotaging the person’s work results? Is the computer too slow? Is the real low performance or just a communication problem or even a humour? Is there anything that happened in the past that blocks the employee from doing successful work? These are only some out of many possible reasons why your employee may have problems performing on the job. Therefore, sit down with your staff first, clarify expectations, communicate current perception and assess potential root causes of underperformance. You may be surprised what challenges the person faces and how easy those challenges can be