A practical guide to give effective coaching, mentoring and counselling session for your team

55. Competence
HIGH
SelfReliance
HIGH
LOW
Direct Coach and
support
Partner
The Coachee does not
yet understand the task
and what is expected of
him. He will be unsure of
himself and his ability to
perform
The Coachee is growing in
confidence and is looking
for a deeper understanding
and recognition for
successful performance
The Coachee can perform
the task successfully on his
own. He is self reliant and
wants to be trusted and
supported when necessary

69. 69

99. •
–
•
•
•
–
–
•
•

104. Social gaze

109. • Turkish based, significant European
brewer
• CSR and Corporate Governance
importance with tradition of family
ownership
Mentoring Scheme Goals
• professional and personal growth
• exchange experience, know-how &
knowledge
• personal development, professional
relationships
• learn mentoring & coaching methodology
• support international corporate culture
Further information from scheme consultants Tim Bright
www.oneworldconsulting.com and David Megginson

110. Summary of Programme
• One year mentoring programme,
recommended one mentoring meeting per
month, of 2 hours.
• Participants are volunteers
• Not used as an assessment or evaluation tool.
• Only two rules – confidentiality and mentors
and line managers not to discuss the mentee.
• Initial workshops in Moscow for 3 days.
• 360 degrees feedback and networking event
and mentee feedback to assist with matching
• Matched on third day and held initial meeting
• Budget agreed for next 2 meetings to be face
to face then up to pairs - face to face; email
and video conference - blended mentoring

111. British American Tobacco
• BAT Business and Leaders Program
• Began with Action Learning
• Next 12 months
– 6 intensive two-day events
– 12 group coaching tutorials
– 12 individual coaching sessions
• Coaches and Senior leaders monitored new
skill transfer to the workplace
Robson, 2004

112. Results
• Improved work habits and work climate
• New and advanced skills
• Nonparticipants notice positive changes
• Heightened sense of confidence
• Positive changes also impacted personal life
• Initiative
• Development and advancement

113. Wisma Metropolitan I, 14th floor
Jl. Jend. Sudirman Kav. 29, Jakarta 12920 , INDONESIA
Ph: (+62-21) 2510652 Fax: (+62-21) 2510652
www.peoplesearchindonesia.com
People Search INDONESIAExecutive Search Recruitment Solution
Be part of our TALENT network
Coaching Program

114. Integrated Coaching
Program
Wisma Metropolitan I, 14th floor
Jl. Jend. Sudirman Kav. 29, Jakarta 12920 , INDONESIA
Ph: (+62-21) 2510652 Fax: (+62-21) 2510652
www.peoplesearchindonesia.com
On Boarding
Coaching by
function
Leader Coaching
First 3 Months
First 2 projects
Technical guidance
Close monitoring
End of 3 months
review
IDP
Starting year with
development
program
On Going
Performance
Monthly coaching
Performance
Review
Performance
discussion

115. Mentoring
Program
in Nielsen

116. Mentoring Page 116
• Selection
• Matching
Announcement
• Mentor
• Mentee
• Manager
• Skill tips
and traps
• Exchange
of goals
Orientation
First
Meeting
• Mentors
• Mentees
Check in
Completion
MENTORING PROGRAM

117. Listen &
Understand
Interests &
Gaps
Surface Real
Issues
Clarify
Perspectives
Summarize
Key Points
Identify
Actions
Follow Up
from Previous
meeting
MENTORING MODEL

118. THE PERSPECTIVE
The
OpportunitiesThe Role
The
organization

119. THE MENTEE’S INTEREST
NEW IDEAS ARE

120. University
Relation
Recruitment
Process
Selection for ELP
G
A
P
E
L
P
On-boarding /
Orientation Program
Continuing ELP
program
Development
Path for GAP
Emerging Leaders Program
Target Participants
• Selected GAP participants who gain the highest Performance
Appraisal results during the GAP program
Number of recruitments
• 4 graduates (4 CS)
Duration
• 18-months program
Methodology
• provides rotational assignments in the following functions:
• new business development,
• product management,
• research/data analysis,
• sales support,
• Marketing/PR.
• Allocated Mentor

121. “Indonesia 2014” Program Process RoadmapNomination
Selecting
participants
-Calibration
with
Executive
Team
On boarding program
+
Individual Assessment
Workshop &
Team building activity
+
Individual Career
Development Plan
+
Individual Rotation Plan
January,
2011
Mar, 2011 Nov, 2011
Final
Presentation&
Graduation
PHASE I
Selection Period
PHASE III
ELP Program and
Rotations
April, 2011
PHASE II
GAP Program
April, 2013
becomes a
manager!
CS
CR
GBS
CR/
RMS/GBS
PSUCS RMS
3 Long rotations: 5 months, in
Business Units
2 Short rotation: 1.5 months, in
Corporate Functions and GBS
Assigned Mentorship
Graduate
2011.05 2013.12
2-2.5 years
Page 121
Oct, 2011