COACHING, COUNSELING, MENTORING, FUTURE HRD MANAGERS

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CONTENTS

Coaching, Counseling Mentoring, Future HRD Managers.

( PART OF UNIT-5)

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COACHING

Coaching, is the practice of supporting an individual, referred to as the client or mentee or coachee, through the process of achieving a specific personal or professional result. Coaching is one on one learning intervention between the employee (learner) & the immediate supervisor (facilitator). It is aimed at improving employee performance. It involves treating employees as partners in achieving both personal & organizational 1/4/13 goals.

CHARACTERISTICS OF COACHING
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More Advantages & fewer disadvantages Secondary learning Continuous process Real & instant work environment Universal practices

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TYPES OF COACHING
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CONCURRENT COACHING is an ongoing intervention wherein employees seek the guidance of their supervisor on the job to resolve performance problems instantly. DEVELOPMENT COACHING: The employee may be performing his duties effectively & reaching his assigned targets. But the supervisor attempts to create a developmental blueprint for his employees by engaging them to think beyond day-to-day routine work.

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CONTD..
3. PERFORMANCE IMPROVEMENT COACHING involves one-on one helping relationship between supervisor & the employee. This approach is used when a performance deficiency is noticed or the scope for further improvement is identified.

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BENEFITS OF COACHING

To the organization: reduced errors, improved quality, reduced wastage, better customer & more cost savings. To the employee: reduced work stress, improved performance, brighter career prospects, enhanced pay, more job satisfaction & larger possibility of job retention. To the supervisor: can get the things done through subordinates easily, can reach his targets in quantitative & qualititative terms. To the society: coaching process creates a

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COUNSELLING

Counselling is a process of

helping people to learn how to solve certain interpersonal, emotional & decisional problems.

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CONTD...

It is the discussion of an employees problem that usually has an emotional content to it, in order to help the employee cope with the situation better. Counselling involves talking with a person in a way that helps that person solve a problem or helps to create conditions that will cause the person to understand and/or improve 1/4/13

EMPLOYEE COUNSELLING
Employee counselling is defined as a discussion between the supervisor/counsellor & the employee/client about the real or perceived performance deficiency or job related behaviour, the employees perception of the identified behaviour, the supervisors involvement
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PARTICIPANTS IN COUNSELLING

Client/employee- is a person who needs counselling service. Counsellor- is a person who seeks to improve the clients performance. Counselling relationship is based on the values of regard, respect, authenticity, empathy & rapport building.

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OBJECTIVES OF COUNSELLING
1)

Help in realizing full potential. Help in understanding strengths & weaknesses. Help in understanding the work behaviour better. Provides an emphatic climate where a person can discuss his tensions, conflicts, concerns & problems. Prepare action plans for improving a persons behaviour & performance. Increase a persons personal & inter-personal effectiveness through prompt feedback about his behaviour.

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COUNSELLING PROCESS
STEP 1- Exploration - Initiating - Establishing rapport - Listening, Observing & Writing STEP 2- Understanding STEP 3- Action

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TYPES OF COUNSELLING

DIRECTIVE COUNSELLING: Directive Counselling is the process of listening to a members problem, deciding with the member what should be done, & then encouraging & motivating the person to do it. NON-DIRECTIVE COUNSELLING: Nondirective counselling is the process of skillfully listening to a counselee, encouraging the person to explain problems, & helping him or her to understand those problems & determine courses of action.
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GUIDELINES FOR EFFECTIVE COUNSELLING

Train the counsellor Plan & inform in advance. Privacy & Transparency Stay focused Be direct & honest Maintain objectivity
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CONTD..

Listen attentively Encourage disclosure Write down the points Dont make promises Confidentiality Reinforce positive behaviour
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MENTORING

Mentorshiprefers to apersonal developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. "Mentoring" is a process that always involves communication and is relationship based, but its precise definition is elusive.

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CONTD...

Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protg)".
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CONTD..

Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Protgs observe, question, and explore. Mentors demonstrate, explain and model. An important element of the

mentoring relationship is setting and facilitating clearly-defined

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learning objectives.

CHARACTERISTICS OF A GOOD MENTOR

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A Desire To Help. Have Had Positive Experiences. Good Reputation For Developing Others. Time & Energy. Up-to-date Knowledge. Learning Attitude.

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Characteristics of a Successful Protg

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Believes that seeking help from seniors can enhance performance & personal effectiveness. Motivated to learn from others experiences. Willing to communicate authentically with the mentor. Readiness to accept feedback & act upon it. Have a high sense of personal responsibility & commitment. Knows when to ask for help Committed to expanding their capabilities

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Benefits for the Mentor

Increased motivation; Challenge; New insights and perspectives; An opportunity for self-development; Increased self-esteem & pleasure; The opportunity to positively influence the next generation; Increased peer recognition; and
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The opportunity to improve

Benefits for Protgs

Improved self-confidence Developing business expertise & Challenge Support and reassurance Networking/partnership opportunities Coaching and
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technical knowledge

Listening and reassurance.

FUTURE HRD MANAGERS

This is competency era This is also Competition era HRD is needed everywhere It has role in

Starting times Stabilizing business Growing Facing storms times

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Four Classes of HRD Managers

Future CEOs and CAs HRD Specialists Personnel Specialists Subsystems Managers

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Future CEOs and CAs

CA = Change Agents Totally business driven Vision driven Think strategically Have cross functional exposure or orientation Can balance short and long term Balance systems and spirit 1/4/13

HRD SPECIALISTS

Talented HRD Chiefs or HRD managers of excellence. Good in systems and implementation. Lack cross functional orientation. Good HRD Facilitators. Prefer to remain HRD
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Facilitators.

PERSONNEL SPECIALISTS

Formally Designated as HRD Managers but have not grown fully into HRD Administration, Personnel and IR driven Not fully equipped with Training and OD skills or change management skills Short term goal driven Good second hand to CEOs May lack professional preparation in HRD
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SUBSYSTEMS MANAGERS

Good at one or two subsystems designing and implementation Learnt from experience or groomed essentially into these Are yet to acquire a holistic approach

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Where do we go from Here?

We need to understand changing scenario We need to understand the changing roles Understand opportunities Understand SWOT and Act

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CONTD..

New Business Models will emerge Implementation speed becomes critical Product Innovations will increase

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FUTURE OF HR

Percentage of time people feel positive emotions at work place determines the likelihood of their stay Cheerfulness and Warmth spreads most easily. Research is needed

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HR Managers of Today

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HR ROLES OF TODAY

Recruitment Industrial relations & Welfare Administrative Transportation Management Personnel Management and Policy Formulation

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FUTURE HR MANAGER

Strategic Thinker Leader Entrepreneur Technological Familiarity Global Benchmarking Initiative Visionary All Rounder
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COMPETENCIES NEEDED

Global Networking Technology Savvy Fast Changing Entrepreneurial

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HRD ROLES OF FUTURE

Business Partner

Strategist (people focused competitive strategies) Business driver (new businesses and opportunities) Entrepreneur (financial, marketing, technology parameters, cost controls, quality assurance) Researcher Diagnostician Interventionist

Change and OD Facilitator

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