Coaching, mentoring, and sponsorship are strategies to develop employees. Coaching is task-oriented and focuses on performance improvement through short-term goals. Mentoring is relationship-oriented and involves a senior employee guiding a junior one. Sponsorship is a higher level of mentoring where a high-status employee advocates for another's advancement. When choosing a strategy, companies should consider what environment will best help employees grow, such as whether individual relationships or team efforts are more suitable. The process used should benefit both employees and the company.

1. COACHING
MENTORING
SPONSORSHIP
Strategies To Improve Performance
Rida Zaman

2. Coaching, Mentoring and
Sponsorships: What Does it all Mean?

3. As an organization starts to grow and
expand, the need to develop
employees becomes a necessity.
This development can be achieved
several ways, including through
coaching, mentoring and
sponsorships.

4. But how does a company know which
one their employees need and will
benefit the most from?
Here are a few similarities and
differences of the three processes.
Coaching,
Mentoring,
Sponsorships.

5. Coaching

6. Coaching is a Task-
oriented, Performance-
driven Relationship.

7. Coaching
Coaching is a task-oriented, performance-
driven relationship between an
experienced or expert coach and an
employee (or a group of employees) at any
level in an organization.
This relationship is important for both the
employee’s and the organization’s
success, because it involves more than
just one-time feedback from a supervisor
or a one-time training session.
A company looking to hire a coach would
do so if it needed to develop a small
portion of staff or if there is a skills gap.

8. Coaches help further the development of
an individual by focusing less on
technical skills and more on soft skills,
such as becoming a better public
speaker.
It allows for individuals to grow by
discovering and defining their personal
and career goals, creating a plan for
achieving those goals, and receiving
consistent feedback and guidance,
which helps them acquire new skills and
improve overall performance and
engagement.

9. This process can occur either in
person or virtually, allowing more
employees to receive coaching at
the same time.
The ongoing support offered
through coaching, whether in
person or virtually, is a partnership
between a coach and an employee
that helps develop the individual.

10. One important attribute is that
coaching is specific to an
individual’s needs: Coaches take
the time to discuss with employees
what they want to achieve in their
career.
This personalization caters to their
motivation to complete their goals,
thus benefiting the employees and
the company in the long run.

11. Blackman, A., Moscardo, G., & Gray, D. E. (2016). Challenges for the theory and
practice of business coaching: A systematic review of empirical evidence. Human
Resource Development Review, 15(4), 459-486.
Related Articles
Abstract
Until recently, there has been little published systematic empirical research into business
coaching. This article reports on a systematic, critical review of 111 published empirical papers
investigating business coaching theory, processes, and outcomes. The present article identifies a
significantly larger body of empirical research than covered in previous reviews and uses a
Systematic Review methodology (SRm) to conduct a comprehensive review of the available
empirical evidence into business coaching effectiveness focusing on implications for theoretical
development, practice (within human resource development) and further research in this area. This
review identifies convergence around factors that contribute to perceived effective coaching
practice but nevertheless highlights a number of issues to be resolved in further research. These
include determining the primary beneficiaries of coaching, the factors that contribute to coach
credibility, and how the organizational and social context impacts on coaching. Weaknesses in
coaching research methodology and research gaps are also noted.

12. Vidal‐Salazar, M. D., Ferrón‐Vílchez, V., & Cordón‐Pozo, E. (2012). Coaching: An
effective practice for business competitiveness. Competitiveness Review: An
International Business Journal.
Related Articles
Abstract
The purpose of this paper is to analyze the effectiveness of one of the more widespread techniques for personnel development and
training: coaching. This technique in the business context entails boosting of a manager's capabilities so as to improve business
results through a combination of experience, knowledge, support and the motivation provided by advisers who specialize in
business management. To analyze the effectiveness of this innovative technique, the authors examined a sample of 40 small
companies located in Ceuta (an autonomous Spanish city in North Africa) using a Wilcoxon‐Mann‐Whitney test. Participants were
divided into two groups; in one group, an individualized audit process was conducted to obtain an actual picture of managerial
practices (focusing on needs and corrective measures). In the other group, an advising process also complemented a coaching
phase that was implemented to facilitate employee adoption of the proposed measures. Ultimately, differences between these two
groups were found. Results indicate that coaching substantially increases the level to which processes of improvement are
established within organizations, consequently increasing the competitive capability.
The findings highlight the potential benefits of the use of coaching in the business context. Coaching facilitates the implementation
of a set of improvement measures designed to increase business competitiveness, suggesting that this type of advising stands to
be very beneficial for companies.
Originality/value
Practices that lead to the development of human capital in organizations are basic tools for managers that are becoming
increasingly essential for achieving business efficiency and strategic change. The paper analyzes the implementation of coaching in
the business arena, specifically in the case of managers, which is a novelty given the dearth of empirical research on coaching. Thus,
the results of the paper provide the wider academic community with empirical evidence on how coaching is a profitable practice for
improving human resource management.

13. Gatling, A. (2014). The authentic leadership qualities of business coaches and its
impact on coaching performance. International Journal of Evidence Based Coaching
and Mentoring, 12(1), 27-46.
Related Articles
Abstract
This study determines the extent to which business coaches perceive they possess the qualities of
authentic leadership and considers how this affects coaching performance. Data were collected
from an online survey administered to 96 business coaches who work with entrepreneurs and
business owners to improve personal and business effectiveness. Multiple regression research
methodology was used to test the strength of authentic leadership in predicting coaching.
Descriptive statistics were used to control for demographic factors and dependent variables.
Findings suggest that effective coaching involves the application of authentic leadership qualities
that enhance the work performance, life experience, selfdirected learning, and personal growth of
clients. This research contributes to the existing literature on authentic leadership, provides new
research on the relationship between authentic leadership and business coaching, and
demonstrates how a business coach's authentic leadership impacts the client's personal and
business goals.

14. Mentoring

15. Mentoring is
Relationship-
Oriented

16. Mentoring
Sometimes, development can be an
inside job. Mentoring is
relationship-oriented and occurs
when a person who has years of
experience in a field provides
guidance to an individual with less
experience to raise the potential
for their future career goals and
success.
The needs of the mentee are
important in this relationship, and
the mentor helps whenever
possible in this development-
driven relationship.

17. A company might consider choosing
mentoring as a way of transferring internal
knowledge and experiences from a more
experienced employee to junior staff, for
developing leaders or to help someone gain a
stronger skillset.
It’s important for employees to have a mentor
to hold them accountable for achieving their
goals, because it improves the chance of
success for all parties involved: the mentee,
the mentor and the company.
A company might consider choosing
mentoring as a way of transferring internal
knowledge and experiences.

18. It might seem as though the
benefits of mentoring are a one-
way street, but that is not the
case.
This relationship is a
partnership. While the mentee
gains insight and experience in
their field, the mentor can take
pride in their protégé’s
successes, knowing they were
made possible through their
guidance.

19. Wilson, J. A., & Elman, N. S. (1990). Organizational benefits of mentoring. Academy of
Management Perspectives, 4(4), 88-94.
Related Articles
Abstract
When an older, more experienced member of an organization takes a junior colleague “under his or
her wing,” aiding in the organizational socialization of the less experienced person and passing
along knowledge gained through years of living within the organization, a mentoring relationship is
said to exist. Both principals in this type of relationship benefit in ways which have often been
discussed and, accordingly, many companies have instituted formal mentoring programs. In this
article, the authors examine the benefits which flow, not strictly to the individuals involved, but to
the organization that fosters mentoring relationships. Principal benefits are the transmission of
corporate culture and the provision of a “deep sensing” apparatus for top management. The design
of mentoring programs, choice of mentors, and potential pitfalls of mentoring are discussed.

20. Kram, K. E. (1985). Improving the mentoring process. Training & Development Journal.
Related Articles
Abstract
Discusses "mentoring" in the organizational environment, referring to the broad range of
developmental relationships between juniors and seniors and among peers. It is suggested that
mentoring rarely achieves its potential and that, most often, mentors are available to only a few
high-potential managers. An organizational development approach to improve the mentoring
process involves 4 steps: defining the objectives and scope of the project; diagnosing the
individual and organization circumstances promoting or interfering with effective mentoring;
implementing educational programs, changes in the reward system, task design, or other
management practices; and evaluating the intervention to determine what modifications are
needed. It is concluded that failure to define objectives and conduct a diagnosis can promote
resistance among those who should benefit from the process. Rather than introduce a formal
mentoring program, the human resources development professional should establish a sequence
of programs and organizational changes that support rather than force the mentoring process. (29
ref) (PsycINFO Database Record (c) 2016 APA, all rights reserved)

21. Bierema, L. L., & Merriam, S. B. (2002). E-mentoring: Using computer mediated
communication to enhance the mentoring process. Innovative higher education, 26(3),
211-227.
Related Articles
Abstract
The information age is changing the dynamics of many relationships, including mentoring. This
article defines traditional mentoring according to its function and effectiveness and then expands
the definition of mentoring to include computer-mediated communication (CMC), or “e-mentoring.”
We propose that e-mentoring holds promise for redefining mentoring relationships and changing
the conditions under which mentoring is sought and offered. E-mentoring could potentially make
mentoring relationships more available to groups that have previously had limited access to
mentoring. Benefits of and barriers to e-mentoring are considered, as are strategies for
establishing an e-mentoring relationship. E-mentoring resources are reviewed.

22. Sponsorship

23. A sponsorship is similar
to mentoring, but it is
almost a higher level of
mentoring.

24. Sponsorships usually only include the sponsor and the
individual who is on the receiving end of his or her support. A
sponsorship is similar to mentoring, but it is almost a higher
level of mentoring.
Unlike with mentoring, the sponsor should be a person with a
high status in an organization who can advocate for an
individual’s future successes.
This upper-level status means that the sponsor is someone who
holds power and influence in the company and can therefore
successfully endorse and advocate for an employee’s
advancement by communicating with other people in the
company.
Sponsorship

25. The sponsor should be a person
with a high status in an
organization who can advocate
for an individual’s future
successes.

26. A sponsor develops
successful strategies, which
may include staying on top of
new, required skills for the
individual’s desired position,
as well as new opportunities.

27. Then, the sponsor informs the
individual of these requirements
and opportunities to help prepare
them for a promotion or raise.
By working toward that goal under
the encouragement of a sponsor,
the employee becomes more
engaged and motivated to
accomplish tasks and projects,
which benefits the company as well.

28. Helms, M. M., Arfken, D. E., & Bellar, S. (2016). The importance of mentoring and
sponsorship in women's career development. SAM advanced management
journal, 81(3), 4.
Related Articles
Abstract
Rather, they suggest that mentoring and sponsoring are distinctly different, albeit not exclusive of
the other. Because there are numerous definitions of mentoring and sponsorship in academic
literature and in popular career and self-help books, we need to be clear about our concept of the
terms. Women choose individuals based on relationships or support (Schieman, 2006), while men
have historically focused more on goal attainment, which is often learned in sporting activities.
[...]when women select mentors too similar to themselves, perhaps because they like them and
feel comfortable with them, they perpetuate homosocial reproduction (Arfken, Bellar, and Helms,
1998). Longitudinal studies are needed to measure the long-term benefits of sponsoring leaders
and moving individuals more quickly through internal organizational levels as well as to external
boardrooms and positions of community leadership.

29. Berg, B. L., & Bing III, R. L. (1990). Mentoring members of minorities: Sponsorship and
“the gift”. Journal of Criminal Justice Education, 1(2), 153-165.
Related Articles
Abstract
This article examines academic mentoring and the need to establish a viable sponsorship program
for minority graduate students. Accordingly we consider the nature of mentoring as represented in
the literature and examine several of the problems facing minority academics who already have
entered the field but have not been accepted as full members of the “academic guild.” Finally, in an
effort to contrast mentorship with sponsorship, we propose a four-stage model for true mentoring
by applying Marcel Mauss's concept of “the gift.”

30. Farrelly, F., Greyser, S., & Rogan, M. (2012). Sponsorship linked internal marketing
(SLIM): A strategic platform for employee engagement and business
performance. Journal of Sport Management, 26(6), 506-520.
Related Articles
Abstract
This paper advances our understanding of sponsorship linked internal marketing (SLIM). Based on a
comprehensive qualitative investigation of major sponsors, this research examines the use of
sponsorship linked internal marketing to conceptualize, communicate and implement corporate
identity development and employee performance. Sport (by way of an investment in sponsorship)
provides a rich opportunity to build employee identification with corporate identity; to establish a
fit between how the identity of the firm is positioned internally and externally; and to inspire
employee engagement to drive business performance. Moreover, it helps to foster a collaborative
culture. The research furthers our understanding of the value of sport sponsorship, sponsorship fit,
and sponsorship leveraging.

31. Overview

32. v
Overview
Coaching
Mentoring
Sponsorship
Strategies To Improve
Performance
Coaching is a Task-
oriented, Performance-
driven Relationship.
Mentoring is Relationship-
Oriented
A sponsorship is similar to
mentoring, but it is almost a
higher level of mentoring
1
2
3

33. COACHING MENTORING SPONSERSHIP
The mentor or sponsor is typically someone who works in the same
company as the individual(s) they are helping, which creates a deep
understanding between them.
While mentoring is generally related to good advice and key objectives,
sponsorships typically go one step further, as the sponsor is more
personally involved in the further development and success of an
individual.
Coaches, on the other hand, are usually (but not always) an informal
second party who plays a hand in helping employees grow and develop on
both a personal and a professional level in a shorter time period. Even
though they aren’t always within the organization, they are still deeply
invested in the development of the individual.

34. What
Process
To
Use?

35. When considering what process to use to grow and develop
employees, first consider what type of environment your
employees would prosper in.
Here’s the question to ask:
Would an employee benefit more from a one-on-one relationship
or from a team effort?
No matter what developmental process a company chooses, the
one that is chosen should be in the best interest of everyone
involved.
WHAT PROCESS TO USE?

36. When considering what
process to use, first consider
what type of environment
your employees would
prosper in.

37. Thank You!