:?: hi plz help me .i m doing 5 yrmba frm kurukshetra university.project given 2 me on coaching &mentoring practices 4 mgrs.i dnt know wat 2 do.any books,magazines or sites r there.any co.can provide its practices.
bye
From India, New Delhi
bye
From India, New Delhi
Hello Neha, I am attaching a pdf file regarding coaching for ur project purpose... The file is regarding coaching and u will find a lot of information in it. All the Best Thanx&Regards Padmaja :D
From India, Bharat
1From India, Bharat
hi neha,
I have already attached a pdf file along with that here is a small part of the article which i found on site http://humanresources.about.com/od/coachingmentoring/ regarding mentoring and coaching practices...
Coaching Tips
Executives, managers, and others interested in career growth and development increasingly turn to a business coach for a personally tailored development process. HR managers need to get on board as coaches or miss this exciting opportunity to influence the next evolution of management potential.
According to Winston Connor, formerly an HR Vice President and currently an executive coach, “Coaching is a different delivery system for training, since training, especially with long term managers and people who are further along in their careers, is not working. The coach works with the manager to tailor the training program in skill areas where we will have an impact. The coach helps managers make behavioral changes needed for growth.” Connor advises that coaches need to be, “clear on the competencies that have impact on the bottom line.
Measure them. Provide support for growth and change. Then measure again.”
Connor thinks the HR person should be the change agent within his organization. “He has the opportunity to provide the leadership needed, to become a part of the coaching venture, rather than an obstacle to progress.” Connor also warns internal HR practitioners against, “trying to repackage old skills as coaching. In the consultancy approach, the HR person brings solutions. He is the expert. In coaching, we don’t bring the answer. We bring a system, a process for helping the client discover the answers.”
Following are additional tips to enhance your success as an HR coach.
You Need Permission to Coach
The effective coach defines the boundaries of her relationship with each manager. Is she a trusted advisor and friend? Does she listen and provide feedback? Or, does she help the manager obtain 360 degree feedback and develop action plans to increase his capability as a leader? The agreement the HR professional develops with each manager can be different. The coaching role must be agreed upon to work.
Most importantly, the HR specialist pushes the window with each manager to assist her to grow professionally to promote the success of the organization and of the individual. Christine Zelazek, SPHR, Director of HR at the Mennonite Home of Albany, Oregon, offers her key strategy for the HR coach. “Set the situation up so the person asks for help, rather than me forcing the help upon her.”
The Coach Is Not in Control
The HR professional is a resource for managers who seek out her services. She does not control the relationship or the actions and decisions of the person she is coaching. At best, the HR manager forms a partnership with the coached manager that results in good choices for the organization and personal growth for the manager. The manager, however, makes the final decision about what she will do in any given situation.
Your knowledge, your effectiveness as a communicator, your developed relationship with the manager and your perceived competence will impact a manager’s willingness to use your input.
Be a Knowledgeable Coach and Resource - Tell the Truth When You Don’t Know the Answer
A manager or supervisor seeks input from you most frequently when she is uncertain about how she handled a particular situation. Or, she seeks input prior to making a mistake in her handling of an issue. More recently, managers seek targeted assistance from a coach with their own growth as managers. This means you will most often receive the most difficult and delicate questions. After all, why consult you when she knows the answer?
Recognize too, that sometimes the manager is seeking reassurance and confirmation and already may know the answer to the question she is asking. You will enhance her capabilities and self-esteem if you ask her what she thinks, and where possible, confirm that her answer is the correct path. Your role as a coach is to strengthen her competency, not to demonstrate that you know the answers.
When you don’t know the correct answer or are speculating about the right course of action, tell the truth. It is far better to say you don’t know, that you will check and find out, than to appear to have all the answers, and give bad advice. You will ruin your reputation and undermine your credibility as a coach forever........
Any CEO or manager truly interested in change and/or improving workplace performance must also become deeply committed to the Mentoring process. In fact, Mentoring is fast becoming the most efficient and cost-effective way for delivering corporate outcomes and achieving corporate growth. It enables more effective management whist assisting the ease of enacting, and speed of, strategic moves.
Changing the course of the Queen Mary required miles of travel and corporations are sometimes just as sluggish. This is not necessarily due to management inability, it merely reflects the nature of the beast. Human nature, which is (in some ways) essentially habitual and focused on predictability, sees change as a threat which induces a fear response - fight or flight. Both of these are an anathema to improvement.
The smart executive knows this and institutes systems, processes and styles that overcome resistance to change. This is where Mentoring provides the vehicle for the systems and becomes that process.
Organisational culture, and commitment to working towards corporate goals, exists at the behavioural level and often in one-to-one interaction where culture lives through personal expression.
Change, and willingness to move, happens at this personal level also and comes alive through one-to-one interaction. Enacting change is a personal act that embodies and demonstrates both belief and commitment. Such acts require:
risk taking (in terms of changing personal patterns) to step outside a personal comfort zone;
a willingness to explore new territory; and
the capacity to face fear and still act.
A Mentor is an invaluable tool for developing a personal investment in change and a commitment to it whilst supporting the individual through the fear, into the risk taking and then finally on to acting.
Whilst some organisations will tend to focus on the latest leadership trends, outstanding organisations know that:
leadership models are transient;
the mechanics of leadership are contextual and well established; and
that personal leadership and getting on with the job is "mission critical".
It is these organisations that use Mentoring and take it beyond a haphazard occurrence and turn it into a systematic, structured program that works for people at a personal level as well as for the organisation - the best of both worlds.
Mentoring systems need to be well organised and share a common plan, language and themes whilst still nurturing individual expression and style. A successful Mentoring program has the following attributes:
a systematic approach to Mentoring with times allocated;
a formula for guiding both the Mentor and protégé for planning action;
comprehensive training of mentors;
a Mentor peer support network; and
a Mentoring Mentors system.
The cost of these processes is relatively low compared with their value and also saves on the time cost associated with unofficial networks. Additionally, the benefits are high at a human level as well as in terms of the "bottom-line".
THIS IS ONLY A Small Part of the article....for the full article and many more articles of same topic, visit the site which i mentioned above.
Thanx&Regards,
Padmaja :D
From India, Bharat
I have already attached a pdf file along with that here is a small part of the article which i found on site http://humanresources.about.com/od/coachingmentoring/ regarding mentoring and coaching practices...
Coaching Tips
Executives, managers, and others interested in career growth and development increasingly turn to a business coach for a personally tailored development process. HR managers need to get on board as coaches or miss this exciting opportunity to influence the next evolution of management potential.
According to Winston Connor, formerly an HR Vice President and currently an executive coach, “Coaching is a different delivery system for training, since training, especially with long term managers and people who are further along in their careers, is not working. The coach works with the manager to tailor the training program in skill areas where we will have an impact. The coach helps managers make behavioral changes needed for growth.” Connor advises that coaches need to be, “clear on the competencies that have impact on the bottom line.
Measure them. Provide support for growth and change. Then measure again.”
Connor thinks the HR person should be the change agent within his organization. “He has the opportunity to provide the leadership needed, to become a part of the coaching venture, rather than an obstacle to progress.” Connor also warns internal HR practitioners against, “trying to repackage old skills as coaching. In the consultancy approach, the HR person brings solutions. He is the expert. In coaching, we don’t bring the answer. We bring a system, a process for helping the client discover the answers.”
Following are additional tips to enhance your success as an HR coach.
You Need Permission to Coach
The effective coach defines the boundaries of her relationship with each manager. Is she a trusted advisor and friend? Does she listen and provide feedback? Or, does she help the manager obtain 360 degree feedback and develop action plans to increase his capability as a leader? The agreement the HR professional develops with each manager can be different. The coaching role must be agreed upon to work.
Most importantly, the HR specialist pushes the window with each manager to assist her to grow professionally to promote the success of the organization and of the individual. Christine Zelazek, SPHR, Director of HR at the Mennonite Home of Albany, Oregon, offers her key strategy for the HR coach. “Set the situation up so the person asks for help, rather than me forcing the help upon her.”
The Coach Is Not in Control
The HR professional is a resource for managers who seek out her services. She does not control the relationship or the actions and decisions of the person she is coaching. At best, the HR manager forms a partnership with the coached manager that results in good choices for the organization and personal growth for the manager. The manager, however, makes the final decision about what she will do in any given situation.
Your knowledge, your effectiveness as a communicator, your developed relationship with the manager and your perceived competence will impact a manager’s willingness to use your input.
Be a Knowledgeable Coach and Resource - Tell the Truth When You Don’t Know the Answer
A manager or supervisor seeks input from you most frequently when she is uncertain about how she handled a particular situation. Or, she seeks input prior to making a mistake in her handling of an issue. More recently, managers seek targeted assistance from a coach with their own growth as managers. This means you will most often receive the most difficult and delicate questions. After all, why consult you when she knows the answer?
Recognize too, that sometimes the manager is seeking reassurance and confirmation and already may know the answer to the question she is asking. You will enhance her capabilities and self-esteem if you ask her what she thinks, and where possible, confirm that her answer is the correct path. Your role as a coach is to strengthen her competency, not to demonstrate that you know the answers.
When you don’t know the correct answer or are speculating about the right course of action, tell the truth. It is far better to say you don’t know, that you will check and find out, than to appear to have all the answers, and give bad advice. You will ruin your reputation and undermine your credibility as a coach forever........
Any CEO or manager truly interested in change and/or improving workplace performance must also become deeply committed to the Mentoring process. In fact, Mentoring is fast becoming the most efficient and cost-effective way for delivering corporate outcomes and achieving corporate growth. It enables more effective management whist assisting the ease of enacting, and speed of, strategic moves.
Changing the course of the Queen Mary required miles of travel and corporations are sometimes just as sluggish. This is not necessarily due to management inability, it merely reflects the nature of the beast. Human nature, which is (in some ways) essentially habitual and focused on predictability, sees change as a threat which induces a fear response - fight or flight. Both of these are an anathema to improvement.
The smart executive knows this and institutes systems, processes and styles that overcome resistance to change. This is where Mentoring provides the vehicle for the systems and becomes that process.
Organisational culture, and commitment to working towards corporate goals, exists at the behavioural level and often in one-to-one interaction where culture lives through personal expression.
Change, and willingness to move, happens at this personal level also and comes alive through one-to-one interaction. Enacting change is a personal act that embodies and demonstrates both belief and commitment. Such acts require:
risk taking (in terms of changing personal patterns) to step outside a personal comfort zone;
a willingness to explore new territory; and
the capacity to face fear and still act.
A Mentor is an invaluable tool for developing a personal investment in change and a commitment to it whilst supporting the individual through the fear, into the risk taking and then finally on to acting.
Whilst some organisations will tend to focus on the latest leadership trends, outstanding organisations know that:
leadership models are transient;
the mechanics of leadership are contextual and well established; and
that personal leadership and getting on with the job is "mission critical".
It is these organisations that use Mentoring and take it beyond a haphazard occurrence and turn it into a systematic, structured program that works for people at a personal level as well as for the organisation - the best of both worlds.
Mentoring systems need to be well organised and share a common plan, language and themes whilst still nurturing individual expression and style. A successful Mentoring program has the following attributes:
a systematic approach to Mentoring with times allocated;
a formula for guiding both the Mentor and protégé for planning action;
comprehensive training of mentors;
a Mentor peer support network; and
a Mentoring Mentors system.
The cost of these processes is relatively low compared with their value and also saves on the time cost associated with unofficial networks. Additionally, the benefits are high at a human level as well as in terms of the "bottom-line".
THIS IS ONLY A Small Part of the article....for the full article and many more articles of same topic, visit the site which i mentioned above.
Thanx&Regards,
Padmaja :D
From India, Bharat
[hi maam thnks 4 ur concern.but i already search out this site .can u give me any more details or sites.is any boj available or magzine 4 this
From India, New Delhi
From India, New Delhi
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HRM.pdf
Plz do helping.doc