Development (mentoring)

A coach is a peer/manager who works with an employee to motivate him, help

him develop skills, and provide reinforcement and feedback. A coach can play
either of the 3 roles: One-on-One, Helping employee learn for himself, or
providing resources such as mentors, courses or job experiences.
Focus
Use of Work
Experience
Goal
Participation

Training
Current
Low

Development
Future
High

Preparation for job

Required

Preparation for change

Voluntary

Protean Career one that frequently changes based on:

internal: interest, ability, values
external: changes in work environment
Psychological Contract set of expectations employees and employers have
about each other
Psychological Success accomplishment and pride from achieving life goals that
are not limited to achievements at work
4 Approaches to employee development: FAJI.
1) Formal Education
2) Assessment at Assessment Centres, multiple evaluators evaluate
employees performance on a number of exercises, this is usually
conducted off-site. Exercises include:
- Leaderless group discussion
- Interviews
- In-baskets
(tests organisational and prioritising abilities)
- Role plays
(the other 3 just tests interpersonal skills)
Performance appraisal (feedback) is another aspect of
assessment. 2 kinds: Upward Feedback & 360 Degree Feedback.
Subordinates evaluation of the manager & evaluation from a wide range
of persons who interact with the manager
3) Job experiences can be enriched either Vertically or Laterally: Enlarge,
Rotate, Transfer or Externship.
Job enlargement adding challenges and new responsibilities to
employees current jobs
Job rotation - providing employees a series of job assignments in various
functional areas of the company, or movement among jobs in a
department.
Job Transfer employee is given a different job assignment in a different
area of the company
Externship allowing employees to take a full-time operational role at
another company, can also include sabbatical to develop skills
4) Interpersonal relationships

Characteristics of Successful Mentoring Programmes

Participation is voluntary
Matching process is flexible
Mentors are chosen on ability and willingness
Purpose is clearly understood
Programme length is specified
Minimum level of contact is specified
Contact among participants is encouraged
Programme is evaluated
Employee development is rewarded
Benefits of Mentoring Relationships for Protgs
i)
ii)

iii)

Career Support. Coaching, protection, sponsorship, providing

challenging assignments, exposure and visibility.
Psychological Support. Serving as a friend and role model, providing
positive regard and acceptance, and creating an outlet for a protg to
talk about anxieties and fears
Additional benefits. Promotion, higher salaries and greater influence

Career Management Process

Self-Assessment
Action Planning
i)
ii)
iii)
iv)

Identify
Identify
Identify
Identify

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Reality Check

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Goal Setting

opportunities and needs to improve

what needs are realistic to develop
goal and method to determine goal progress
step and timetable to reach goal

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