This document provides a 7-step process for creating an effective mentor/coaching program. The steps include: 1) determining goals, 2) designing the program, 3) implementing the program, 4) measuring results, 5) changing the program as needed, 6) looking for ways to expand, and 7) making the program permanent. The first step involves deciding if the focus will be on mentoring or coaching based on the goals. Key aspects of designing the program include creating a mission statement, obtaining executive buy-in, and developing selection criteria for mentors/coaches.
Strategy Map Genzee Partners Pakistan Balanced ScorecardAwais e Siraj
Genzee Solutions is a collaborating partner of 2GC for its training and consulting on Strategy, Strategy Maps, Third Generation Balanced Scorecard and Performance Management Systems in Pakistan
This document contains the table of contents and first few chapters of a book about becoming a dating coach. It discusses the basics of coaching and empowering others, including teaching people to take action, minimize negatives, and work as a team. It emphasizes the importance of being a good listener, helping people realize their potential, teaching goal planning, tracking progress, finding motivation, building self-confidence, tolerance, compassion, and teaching from experience.
MSSCoach provides leadership coaching to help clients articulate and create their future, discover opportunities, clarify vision, set strategic plans, and create balance and accountability. Leadership coaching can improve business outcomes such as productivity, quality, and profitability. Coaching is most beneficial for executives who require strong interpersonal and emotional intelligence skills. Coaching confidentiality and client ownership of goals are key aspects of the coaching relationship.
The document discusses executive coaching as an effective tool for developing project managers. It defines executive coaching as an experiential and individualized development process that helps executives achieve goals aligned with organizational objectives. For project managers, executive coaching can help with transitions, developing high-potential skills, addressing derailing behaviors, and enhancing team interactions. Coaching sessions typically occur every 2-4 weeks over 9-18 months. Coaching benefits both new and experienced project managers by facilitating unlearning of old habits, developing metacognitive skills, and maintaining work-life balance.
Co-Active coaching is a model that focuses on creating a powerful relationship between the coach and client where the client is seen as the expert. The coach uses curiosity, listening and intuition to help the client focus on the present moment, discover their own creativity and resources, and evoke transformation. The coach stands within four cornerstones - seeing people as creative, focusing on the present, seeing the whole person, and evoking transformation. They use three principles - fulfillment, balance, and process - to help the client reflect, experiment and take action in a way that is aligned with their deepest values.
The document provides guidance for a team building workshop. It begins with an overview of the purpose and objectives of the workshop which are to help participants understand the characteristics of effective teams and develop a plan to strengthen their own team. The second part of the document provides details on the session topics, activities, materials, and facilitation guides for conducting the workshop. Key sessions include reviewing characteristics of effective teams such as having a clear vision and shared commitment, as well as practicing skills like communication and conflict resolution. Participants will assess their own team and develop a plan to improve performance.
Coach Effect, Inc. is a leadership and organizational effectiveness firm that provides coaching, consulting, training, and public speaking services to small and medium sized organizations. They help business owners and senior managers address common issues faced by managers such as navigating organizational politics, managing time effectively, and balancing oversight and delegation. Coach Effect offers executive coaching, career coaching, peer group coaching, organizational assessments and design consulting, and training programs. Their goal is to improve workplaces by refining managers' skills, behaviors, and awareness so they can provide practical solutions to clients' tough issues.
Strategy Map Genzee Partners Pakistan Balanced ScorecardAwais e Siraj
Genzee Solutions is a collaborating partner of 2GC for its training and consulting on Strategy, Strategy Maps, Third Generation Balanced Scorecard and Performance Management Systems in Pakistan
This document contains the table of contents and first few chapters of a book about becoming a dating coach. It discusses the basics of coaching and empowering others, including teaching people to take action, minimize negatives, and work as a team. It emphasizes the importance of being a good listener, helping people realize their potential, teaching goal planning, tracking progress, finding motivation, building self-confidence, tolerance, compassion, and teaching from experience.
MSSCoach provides leadership coaching to help clients articulate and create their future, discover opportunities, clarify vision, set strategic plans, and create balance and accountability. Leadership coaching can improve business outcomes such as productivity, quality, and profitability. Coaching is most beneficial for executives who require strong interpersonal and emotional intelligence skills. Coaching confidentiality and client ownership of goals are key aspects of the coaching relationship.
The document discusses executive coaching as an effective tool for developing project managers. It defines executive coaching as an experiential and individualized development process that helps executives achieve goals aligned with organizational objectives. For project managers, executive coaching can help with transitions, developing high-potential skills, addressing derailing behaviors, and enhancing team interactions. Coaching sessions typically occur every 2-4 weeks over 9-18 months. Coaching benefits both new and experienced project managers by facilitating unlearning of old habits, developing metacognitive skills, and maintaining work-life balance.
Co-Active coaching is a model that focuses on creating a powerful relationship between the coach and client where the client is seen as the expert. The coach uses curiosity, listening and intuition to help the client focus on the present moment, discover their own creativity and resources, and evoke transformation. The coach stands within four cornerstones - seeing people as creative, focusing on the present, seeing the whole person, and evoking transformation. They use three principles - fulfillment, balance, and process - to help the client reflect, experiment and take action in a way that is aligned with their deepest values.
The document provides guidance for a team building workshop. It begins with an overview of the purpose and objectives of the workshop which are to help participants understand the characteristics of effective teams and develop a plan to strengthen their own team. The second part of the document provides details on the session topics, activities, materials, and facilitation guides for conducting the workshop. Key sessions include reviewing characteristics of effective teams such as having a clear vision and shared commitment, as well as practicing skills like communication and conflict resolution. Participants will assess their own team and develop a plan to improve performance.
Coach Effect, Inc. is a leadership and organizational effectiveness firm that provides coaching, consulting, training, and public speaking services to small and medium sized organizations. They help business owners and senior managers address common issues faced by managers such as navigating organizational politics, managing time effectively, and balancing oversight and delegation. Coach Effect offers executive coaching, career coaching, peer group coaching, organizational assessments and design consulting, and training programs. Their goal is to improve workplaces by refining managers' skills, behaviors, and awareness so they can provide practical solutions to clients' tough issues.
Different individuals may have different and varying ideas about what coaching and mentoring are. What some people call mentoring could be considered by others as coaching.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Group Formation".
This document provides information about the Budgeting & Forecasting Masters 2009 conference to be held September 28-30, 2009 in Philadelphia, PA. The conference will focus on improving budgeting and forecasting techniques and will provide up to 15 CPE credits. Sessions over the two and a half day event will address topics such as developing accurate forecasts with imperfect data, driver-based budgeting, risk assessment in forecasting, and streamlining organizational forecasting processes. Pre and post-conference workshops are also available on transitioning to rolling forecasts and modeling key business drivers.
This document provides guidance for implementing a mentoring program within an organization. It outlines the objectives and benefits of the program, including developing employees, teaching new skills, and retaining institutional knowledge. The roles of the Program Director, mentors, and mentees are defined. The Program Director is responsible for managing all aspects of the program, including recruiting participants, matching mentors and mentees, and assessing progress. Mentors should be people-oriented, good motivators, effective teachers, and secure in their positions. Their role is to support mentees' professional growth. The program aims to last 9-12 months and provide leadership development opportunities for all involved.
The document describes an integrated approach using internal coaching, management development, and leadership to foster results and organizational achievement. It involves building internal coaching capability, enabling business leaders to leverage talent, and reinforcing culture change. The Co-Active coaching model focuses on fulfillment, balance, and process to support the client's growth through a designed alliance and cornerstones/contexts approach. Co-Active coaching aims to enhance quality and results in organizations.
Flexible Curricula Viewpoints action plan template balham
This document outlines the key discussions and outcomes from a workshop exploring flexible curricula. It identifies changing drivers such as student and employer needs that require more flexibility. An action plan proposes enhancements in areas like partnerships, anytime learning, entry/exit points, and personalized learning. Implementation will require actions, responsibilities, and timelines to be determined.
This two-day training on employee engagement will teach participants how to understand what drives employee engagement, discover causes of employee motivation and procrastination, and use social media to foster collaboration. The training will provide tools and best practices for listening to employees, providing feedback, and engaging a multi-generational workforce. Participants will learn how employee disengagement impacts productivity and costs organizations. They will earn up to 12 CPE credits for attending.
This document provides information about Intact International's Team Coaching and Development program. The program consists of 6 workshops over 50 hours that teach skills in team coaching, consulting, and development based on theories like transactional analysis and group relations. It is accredited by the ICF and provides 50.75 continuing education units. The program aims to help experienced professionals like coaches and consultants improve their skills in areas like structuring teams, facilitating stages of team development, and providing coaching to teams. It involves workshops, intervision groups, a learning logbook, presentation, and a team coaching case study. The case study demonstrates how to apply team coaching concepts in practice to improve business performance.
The document provides information about "The Enlightened Coach" program developed by C-VAT. The 3-day program aims to equip people with the essential knowledge to become a successful coach. It teaches the fundamentals of using C-VAT theory and tools to accurately assess participants and help raise their self-awareness. The program is segmented into parts that cover C-VAT fundamentals, human behaviors, coaching techniques, and materials to enable participants to start coaching. Those who could benefit include HR managers, professionals, and individuals interested in coaching. The program provides coaching, tools, and support to help participants start their own coaching career.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about the 2009 Administrative Professional Certification Week taking place from August 24-28, 2009 in Washington, DC. The certification week aims to teach administrative professionals skills to succeed in highly demanding times, including career development, managing conflict, time management, and team building. Each day covers different topics through workshops, presentations, and networking opportunities. Some highlights include creating a professional development plan, developing negotiation skills, setting goals, expanding professional networks, and improving non-verbal communication and leadership skills without authority. The certification week is designed to help administrative staff gain competencies to advance their careers.
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
Are you looking for high impact and brain friendly workshops
that will deliver results?
The team at LeadershipHQ understand the dynamics of learning. People today don’t have the time to spend days in training sessions and workshops, so we created bite-sized workshops that really hit the mark in management and leadership skills development.
Our Master-Mind workshops focus on ways that an organisation can develop its leaders and talent to be more effective, engaged and productive in their current roles as well as preparing them for future opportunities.
We help leaders and teams from a variety of businesses and organisations to realise the opportuni- ties they have to be their very best, working with them to develop, transform and grow their people and their culture.
Our vast expertise is in conducting workshops and interventions to help you make a difference with your people. Select from our list of well-established workshops or let us work with you to help you develop your leaders and talent. Our workshops bring you the latest in leadership and management skills and techniques, as well as being results focused, practical, brain friendly and truly interactive!
We only use experienced and passionate facilitators and consultants who have a genuine interest in developing people, personally and professionally. We utilise the best tools possible to aid the indi- vidual or team experience and to get meaningful and high impact results in your business.
I want to share with you a wonderful leadership program (L.A.L.P), and I am sure it will have an effective add value to your company.
It is directed to department managers, supervisors, and team leaders.
This program is provided exclusively by links for training and consulting.
For any questions about the program please contact me at +962788086814
Hi perf master mind immersion coaching prog orderMike Martin
This document describes a High Performance MasterMind Immersion Coaching Program. The program includes a 3.5 hour face-to-face coaching meeting, 3 Skype coaching sessions, an email course, unlimited access to the coach Mike, and workbooks and resources. The goal is to help professionals achieve more in 90 days than the previous 9 years by providing strategies, tools and support to boost performance, productivity and success. The cost for individual coaching is $2,200, with a payment plan available.
A senior management keynote given by Manoj Sharma of http://www.DifferWorld.com on People Leadership, Professional Coaching and Creating a Coaching Organization
Changeworks Communications is a marketing and communications firm established in 2007 that specializes in change management. It has 4 employees and a network of 8 associates with expertise in areas like marketing, journalism, and training. The firm's approach involves conducting a readiness audit, developing a strategy aligned with client objectives, and implementing change. A key service is "The Embodied Brand" which uses workshops and facilitated sessions to help employees embody an organization's brand and change their behaviors to better achieve its goals.
The document outlines training programs offered by Dale Carnegie to develop interpersonal skills, team engagement, and leadership. The Team Member Engagement program focuses on developing skills like conflict resolution, team building, stress management, and diversity. The Leadership Development program helps improve skills such as delegation, planning, performance management, motivation, coaching, and strategic leadership. Both programs aim to enhance relationships, communication and performance.
Developing Talent and Tapping into Potential Through Corporate MentoringTalentManagement360.com
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
Different individuals may have different and varying ideas about what coaching and mentoring are. What some people call mentoring could be considered by others as coaching.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Group Formation".
This document provides information about the Budgeting & Forecasting Masters 2009 conference to be held September 28-30, 2009 in Philadelphia, PA. The conference will focus on improving budgeting and forecasting techniques and will provide up to 15 CPE credits. Sessions over the two and a half day event will address topics such as developing accurate forecasts with imperfect data, driver-based budgeting, risk assessment in forecasting, and streamlining organizational forecasting processes. Pre and post-conference workshops are also available on transitioning to rolling forecasts and modeling key business drivers.
This document provides guidance for implementing a mentoring program within an organization. It outlines the objectives and benefits of the program, including developing employees, teaching new skills, and retaining institutional knowledge. The roles of the Program Director, mentors, and mentees are defined. The Program Director is responsible for managing all aspects of the program, including recruiting participants, matching mentors and mentees, and assessing progress. Mentors should be people-oriented, good motivators, effective teachers, and secure in their positions. Their role is to support mentees' professional growth. The program aims to last 9-12 months and provide leadership development opportunities for all involved.
The document describes an integrated approach using internal coaching, management development, and leadership to foster results and organizational achievement. It involves building internal coaching capability, enabling business leaders to leverage talent, and reinforcing culture change. The Co-Active coaching model focuses on fulfillment, balance, and process to support the client's growth through a designed alliance and cornerstones/contexts approach. Co-Active coaching aims to enhance quality and results in organizations.
Flexible Curricula Viewpoints action plan template balham
This document outlines the key discussions and outcomes from a workshop exploring flexible curricula. It identifies changing drivers such as student and employer needs that require more flexibility. An action plan proposes enhancements in areas like partnerships, anytime learning, entry/exit points, and personalized learning. Implementation will require actions, responsibilities, and timelines to be determined.
This two-day training on employee engagement will teach participants how to understand what drives employee engagement, discover causes of employee motivation and procrastination, and use social media to foster collaboration. The training will provide tools and best practices for listening to employees, providing feedback, and engaging a multi-generational workforce. Participants will learn how employee disengagement impacts productivity and costs organizations. They will earn up to 12 CPE credits for attending.
This document provides information about Intact International's Team Coaching and Development program. The program consists of 6 workshops over 50 hours that teach skills in team coaching, consulting, and development based on theories like transactional analysis and group relations. It is accredited by the ICF and provides 50.75 continuing education units. The program aims to help experienced professionals like coaches and consultants improve their skills in areas like structuring teams, facilitating stages of team development, and providing coaching to teams. It involves workshops, intervision groups, a learning logbook, presentation, and a team coaching case study. The case study demonstrates how to apply team coaching concepts in practice to improve business performance.
The document provides information about "The Enlightened Coach" program developed by C-VAT. The 3-day program aims to equip people with the essential knowledge to become a successful coach. It teaches the fundamentals of using C-VAT theory and tools to accurately assess participants and help raise their self-awareness. The program is segmented into parts that cover C-VAT fundamentals, human behaviors, coaching techniques, and materials to enable participants to start coaching. Those who could benefit include HR managers, professionals, and individuals interested in coaching. The program provides coaching, tools, and support to help participants start their own coaching career.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about the 2009 Administrative Professional Certification Week taking place from August 24-28, 2009 in Washington, DC. The certification week aims to teach administrative professionals skills to succeed in highly demanding times, including career development, managing conflict, time management, and team building. Each day covers different topics through workshops, presentations, and networking opportunities. Some highlights include creating a professional development plan, developing negotiation skills, setting goals, expanding professional networks, and improving non-verbal communication and leadership skills without authority. The certification week is designed to help administrative staff gain competencies to advance their careers.
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
Are you looking for high impact and brain friendly workshops
that will deliver results?
The team at LeadershipHQ understand the dynamics of learning. People today don’t have the time to spend days in training sessions and workshops, so we created bite-sized workshops that really hit the mark in management and leadership skills development.
Our Master-Mind workshops focus on ways that an organisation can develop its leaders and talent to be more effective, engaged and productive in their current roles as well as preparing them for future opportunities.
We help leaders and teams from a variety of businesses and organisations to realise the opportuni- ties they have to be their very best, working with them to develop, transform and grow their people and their culture.
Our vast expertise is in conducting workshops and interventions to help you make a difference with your people. Select from our list of well-established workshops or let us work with you to help you develop your leaders and talent. Our workshops bring you the latest in leadership and management skills and techniques, as well as being results focused, practical, brain friendly and truly interactive!
We only use experienced and passionate facilitators and consultants who have a genuine interest in developing people, personally and professionally. We utilise the best tools possible to aid the indi- vidual or team experience and to get meaningful and high impact results in your business.
I want to share with you a wonderful leadership program (L.A.L.P), and I am sure it will have an effective add value to your company.
It is directed to department managers, supervisors, and team leaders.
This program is provided exclusively by links for training and consulting.
For any questions about the program please contact me at +962788086814
Hi perf master mind immersion coaching prog orderMike Martin
This document describes a High Performance MasterMind Immersion Coaching Program. The program includes a 3.5 hour face-to-face coaching meeting, 3 Skype coaching sessions, an email course, unlimited access to the coach Mike, and workbooks and resources. The goal is to help professionals achieve more in 90 days than the previous 9 years by providing strategies, tools and support to boost performance, productivity and success. The cost for individual coaching is $2,200, with a payment plan available.
A senior management keynote given by Manoj Sharma of http://www.DifferWorld.com on People Leadership, Professional Coaching and Creating a Coaching Organization
Changeworks Communications is a marketing and communications firm established in 2007 that specializes in change management. It has 4 employees and a network of 8 associates with expertise in areas like marketing, journalism, and training. The firm's approach involves conducting a readiness audit, developing a strategy aligned with client objectives, and implementing change. A key service is "The Embodied Brand" which uses workshops and facilitated sessions to help employees embody an organization's brand and change their behaviors to better achieve its goals.
The document outlines training programs offered by Dale Carnegie to develop interpersonal skills, team engagement, and leadership. The Team Member Engagement program focuses on developing skills like conflict resolution, team building, stress management, and diversity. The Leadership Development program helps improve skills such as delegation, planning, performance management, motivation, coaching, and strategic leadership. Both programs aim to enhance relationships, communication and performance.
Developing Talent and Tapping into Potential Through Corporate MentoringTalentManagement360.com
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
7 steps to identifying your organizations training needs white paper - Sept 2010The Blockchain Academy
The document outlines a 7-step process for identifying an organization's training needs. It discusses assessing existing training programs, industry and job requirements, career development opportunities, leadership needs, recurring mandatory trainings, and future anticipated needs. A variety of methods are described for evaluating needs, such as surveys, job analyses, and operational metrics. The goal is to conduct a comprehensive examination to determine any knowledge or skills gaps that training could address.
Mentoring New Employees The Secret To Reduced Churn.pdfKashish Trivedi
Mentors are responsible for offering a support base for the new hire to get settled in their role quicker. These mentors use their past experiences to offer sound guidance, helping build the new employee’s confidence and skills from the get-go.
Mentoring new employees happens during onboarding, but how can you make the most of it? In this Process Street post, I’m taking you through the mentoring program and how it can be your secret weapon to reduce new hire churn.
Five steps to_realizing_workforce_training_successSyed Mehboob
The document outlines five steps for successful workforce training: investigate needs and benefits, plan scope and procedures, develop tailored courses, implement registration and marketing, and document results to gauge impact and plan future training. It emphasizes that training requires a strategic, progressive process involving stakeholders to connect training goals to business objectives for maximum impact. Simply implementing training without thorough investigation, planning, development and documentation leads to high failure rates.
The document defines training as a learning process involving acquiring knowledge, sharpening skills, and changing attitudes and behaviors to enhance employee performance. It discusses various training models including the systems model, instructional systems development model, and transitional model. The document also covers different training methods such as cognitive methods involving lectures and demonstrations, and behavioral methods involving role plays and simulations. Finally, it discusses the importance of training objectives and the role of human resource management and training consultants in employee development.
The document discusses several models for performance management:
- The GROW model includes goal setting, evaluating reality, exploring options, and planning the way forward.
- The OUTCOMES model has similar steps like setting objectives and understanding goals, as well as clarifying gaps, generating options, and providing support.
- The PQI model involves defining desired performance standards, assessing actual performance to identify gaps, analyzing causes of gaps, selecting interventions, implementing and monitoring changes, and re-evaluating performance.
The document outlines key elements of effective employee training programs. It identifies that successful programs begin with assessing organizational needs and goals to determine relevant training topics. It also stresses the importance of aligning training with initiatives and goals so employees understand the purpose. Additionally, the document emphasizes evaluating training impact, gaining leadership support, providing relevant and creative content, marketing the program, and reinforcing learned skills after completion.
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
1. The document discusses performance coaching and outlines an 8-step coaching model used by Indo Group to improve employee performance through coaching.
2. The 8-step model includes establishing trust, defining goals, discussing impacts, creating plans, getting commitments, addressing obstacles, clarifying consequences, and ongoing support.
3. Effective coaching skills that build understanding and relationships include active listening, open-ended questions, clarifying, goal setting, and providing constructive feedback.
Cracking The Leadership Development Programme CodeWorkforce Group
Developing strong leaders can help any organisation improve its workflow, productivity and profits. Many organisations have instituted programmes to help improve leadership traits among their employees. Learning what often makes these programmes successful can help you implement one to find more success in the workplace.
To enact lasting change, leadership development programmes must be more than a rundown of tips and tricks.
The best leadership development programmes encourage employees to fundamentally shift their mindsets in order to change long-held behaviors.
In this deck, you will learn the importance of creating a leadership development programme that matches your work culture and aims at reducing leadership gaps within your organisation.
You’ll also learn;
1. The strategic way to develop an effective leadership development programme
2. Why you cannot afford to learn leadership development to chance
3. The components of a leadership development programme
4. The pitfalls of leadership development programmes
Our Eight Tips Revealed: Employee Development Program Best PracticesChronus
It's time to show your employees some love! We've got eight tips to guide you through the development and execution process for creating an effective employee development career program.
Chronus is the leading provider of mentoring and talent development software. Leveraging the power of learning through others, Chronus creates experiences that drive employee career and leadership development, new hire onboarding, student mentoring, and more. Chronus' mentoring, coaching, and onboarding solutions are used by organizations worldwide.
101 coaching tips for great performance coaching pdf formatJeroen De Flander
This document provides an overview and introduction to performance coaching using the GROW model. It discusses the four steps of the GROW model - Goal, Reality, Options, and Will. For each step, it provides example coaching questions and tips for coaches. It emphasizes that the goal of coaching is to help coachees increase self-awareness and take responsibility. Overall, the document aims to equip coaches with the philosophy and framework of the GROW model to facilitate learning and improve performance.
This document discusses the CareerIQ professional development program and its phases:
- The CREATE phase establishes goals and takes personal and career inventories to develop an action plan.
- The CULTIVATE phase focuses on mastering executive competencies like decision making, relationships, and communication through implementing the action plan.
- The CONQUER phase has participants apply their learning outside their comfort zone to transform their careers.
- The SUCCEED phase makes participants their own career coaches with support networks to implement long-term success plans.
The CareerIQ program aims to help individuals take control of their careers through an individualized and experiential leadership development process.
1) Mentoring involves an experienced person assisting and advising a less experienced person, based on a Greek mythological origin. A mentor guides a protégé in their career and development outside a normal work relationship.
2) When selecting mentors, organizations should choose individuals with knowledge and a positive attitude who are respected within the organization and can influence others positively.
3) A good mentoring program matches mentors and protégés, sets clear goals, and provides guidelines for the relationship and assessment of the program's success over time. Regular review of matches and mentor/protégé feedback is important.
Employee development is fundamental in accomplishing organisational goals in today’s competitive and ever-changing business world.
An organisation cannot function without its employees, so businesses must invest resources and show commitment to supporting their training. But most importantly, having a development plan goes a long way in meeting the expectation of both employers and employees.
As a manager or business leader, how do you approach the development of your employees? Are you applying the adequate procedures and processes necessary to achieve significant outcomes?
In this deck, you will find actionable steps and strategies to help you design an effective development plan for your employees.
You will also learn:
What Employee Development entails
How to apply a project management framework to employee development.
How to approach employee development and the benefits of the approach
The six (6) steps in creating an effective employee development plan
Coaching and mentoring and giving feedback nov 2019Wrenwyck Williams
This workshop focuses on coaching employees to improve performance using a coaching model called GROW. GROW stands for goal setting, understanding current reality, exploring options, and wrapping up with a plan. The document defines coaching and mentoring, introduces the GROW model, and provides guidance on setting goals, examining employee realities, developing options, creating final plans, building trust, giving feedback, overcoming obstacles, recognizing success, and transitioning employees. It emphasizes relationship building and setting clear, measurable goals to guide the coaching process.
"Executive Coaching Revealed: What You Need To Know" provides information for those who are considering engaging in an executive coaching process. The whitepaper provides definitions, coaching models, and a roadmap for selecting the right coach.
Similar to Creating an effective mentor coaching program whitepaper april 2010 (20)
The document discusses the use of simulations for corporate training. It describes how simulations can be used to reinforce learning, build skills through experience and feedback, and assess learning outcomes. Simulations are presented as being more engaging for learners than traditional teaching methods by incorporating elements of competition, role-playing scenarios, and trial-and-error learning. The document provides examples of simulations for topics like finance, trading, and HR strategies. It also notes some limitations of simulations and the importance of using them strategically rather than blanketly across all training topics.
IHRDC 2015 Houston - Technology as a Key Differentiator for TrainingThe Blockchain Academy
The role of technology enabled learning tools as a game changing attribute for corporate learning and development. MOOCs, simulations, and self-directed learning.
The document discusses gamification and simulations for training and education purposes. It defines gamification as using game mechanics and rewards for non-game applications to increase engagement and loyalty. Simulations allow flexibility for learners and add interactivity. Gamification is in early adoption with some organizations seeing success through better engagement and retention. The document also discusses how gamification can help train millennials, who are accustomed to video games and expect fun, social workplaces that provide constant feedback, public recognition and opportunities for advancement.
A presentation on MOOCs both academic and corporate given at ATD-NYC Jan 14 2015
What is a MOOC?
How companies are using MOOCs
Success Stories
Nuts and Bolts (technology, transitioning from ILT/elearning)
Trends and Future directions.
CapitalWave's experience
How the MOOC (Massive Open Online Course) market is impacting corporate training? This presentation provides 13 Megatrends that CapitalWave believes will be the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
The value of simulations via the Capital Market Simulator. Providing a tool for corporations and universities to engage in stock and other market simulations in the classroom.
CapitalWave Inc. is a company that provides technology-enabled learning solutions using simulations. The document discusses how simulations can be used for online learning and training. Key benefits of simulations include allowing people to learn from mistakes in a safe environment, providing an enjoyable learning experience, and giving constant feedback. Some important components of effective simulations are that they are realistic, encourage a sense of competition, combine learning with dialogue, and are targeted rather than used for all topics. Simulations should also create networks outside of the classroom. Evaluating simulations includes considering how the outcomes align with an organization's strategies and values.
The document discusses using simulations for training. It notes that simulations allow trainees to learn through actions and mistakes in a safe environment, and receive immediate feedback. Simulations can be used both in online and classroom settings to reinforce learning. When designing simulations, they should be realistic, encourage competition between teams, and combine learning objectives with open-ended problems. Simulations work best when targeted towards specific topics rather than used universally across all training needs.
The document discusses how to set up and manage a website. It provides steps including purchasing a domain name, choosing a hosting company, pointing the domain to the host, choosing an easy, moderate, or difficult platform, creating content for the site, and launching it. The meeting will demonstrate WordPress and examples of existing sites built on different platforms.
The document discusses how to set up and manage a website. It provides steps including purchasing a domain name, choosing a hosting company, pointing the domain to the host, choosing a platform (easy like blogs, moderate like content management systems, or difficult like custom sites), creating content, and launching the site. The presentation also demonstrates examples of existing websites and compares features of different website platforms.
This document provides guidance on pricing consultancy services. It discusses key pricing concepts like price of what, to whom, from where, and when. Factors that affect pricing strategy are also examined, like demand, competition, and costs. Specific pricing models and strategies are then outlined, such as penetrating pricing to gain market share, cost-plus pricing, and the Olympic pricing model. The document concludes by discussing considerations for client proposals, including oral presentations, written proposals, supplier selection criteria, and negotiating with preferred suppliers.
This document provides guidance on pitching consultancy services and outlines various marketing concepts. It discusses the societal marketing concept, contrasts marketing and sales concepts, and describes product-oriented companies that design products without customer input or examining competitors. The document stresses the importance of adapting future plans, goals, and strategies based on feedback by evaluating performance compared to goals in an ongoing management process of planning, organizing, directing, and comparing.
Simulations provide several benefits for corporate training over other methods. They allow trainees to learn through experience rather than just discussion, improving retention of knowledge. Mistakes made in simulations do not have real-world consequences, allowing trainees to learn from errors. Simulations also provide consistent feedback that supports immediate application of lessons. When designed well, simulations can be an enjoyable learning experience for trainees.
CapitalWave provides financial market simulations and technology for training and education. Their tools include the Capital Market Simulator, Portfolio Market Simulator, and Option Strategy Analyzer simulation tools. These simulations are designed to engage learners by allowing them to learn through experience in a simulated environment, as the company believes engagement comes from learning, not the other way around. CapitalWave is led by CEO Bryant Nielson and aims to deliver innovative training solutions through their simulation products and services.
Technology tools for online and in-person presentations and training are discussed. Skype, Oovoo, and iMeet are presented as video conferencing options for presentations. Webinar tools like EyeJot that combine video and email are also mentioned. Effective practices for exceptional webinars are outlined, including assembling a cross-functional team, aligning with sales, creating a project plan, developing content strategy, effective communications, getting the right audience, maximizing customer touchpoints, adding value through vendors, and defining and measuring success metrics.
Using social media tools to promote your business - astd march 2011The Blockchain Academy
This document provides recommendations for using various social media tools to promote a business, including blogging, Twitter, LinkedIn, newsletters, eZineArticles, SlideShare, YouTube, and Facebook. It discusses setting up profiles and pages on these platforms and creating initial content such as answering frequently asked questions about the business, providing client testimonials, and sharing presentations. The goal is to engage with customers and separate the business from competitors online.
The document discusses competency modeling and defines competencies. It provides various definitions of competency from different sources that refer to underlying characteristics, inputs like knowledge and skills, and abilities that enable superior job performance. The document outlines steps for building competency models, which include identifying behaviors of top performers, collecting data through expert panels and critical incident interviews, analyzing the data to identify competencies and behaviors, and developing the model with competency definitions and indicators. Competency models can then be used to align human resource systems like recruitment, performance management, training, and compensation with organizational goals.
2.
Table of Contents:
Step One: What Are Your Goals? ……………………………………………………………………….…3
Step Two: Design the Program ..………………………………………………………………………..4
Step Three: Implementation ……………………………………………………………………………..5
Step Four: Measurement …………………….………………………………………………………..6
Step Five: Changing Your Program …………………………………………………………………………..….8
Step Six: Look For Ways to Expand …………………………………………..……….……………………...…9
Step Seven: Make It Permanent ……………………………………………………………………….10
2
3. Step One: What Are Your Goals? the differences between coaching and
mentoring come into play. For example, if your
goals turn out to measurable or based on jobs,
In today's tough economy, training budgets
then you've pretty much determined by
have been cut and formal training programs are
elimination that the program will be coaching.
probably reduced. One way to maximize the
In relation to goals, think about what the
budget, train and mentor people on the job and
organization wants to accomplish. Is the
to create leadership is through the
program meant to take the place of formal
implementation of a coaching or mentor
training, that is, to train people for performance
program. The first step in the creation and
on the job? Does the organization need to
implementation of a coaching program is to
increase productivity? Or perhaps one
determine your goals. But before taking that
particular area of the organization needs to be
step, it's a good idea to understand the subtle
lifted to a new level, such as sales or marketing.
differences between coaching and mentoring.
Do you want to create a leadership pool or
"bench" without going through a formal
A mentoring relationship focuses on the person
training program? Think about all of the things
being mentored, as well as his or her career and
you could accomplish through a coaching
goals. The mentor may give advice on how to
program and begin to list your goals. Once you
approach certain situations, but that advice is
do this, you'll be better able to proceed and
generally in favor of the person being
implement the program.
mentored, sometimes referred to as a protégés.
Coaching, on the other hand, focuses on a
The final step in planning and creating goals is
specific result or goal, such as job performance.
to look at a time line. For less formal, organic
The coach may also give advice on how to reach
programs, you may just want to see what
that goal, but the ultimate result is the goal
happens without creating a formal time line.
itself. In this sense, coaching is rather impartial,
But before you make that determination, think
that is, not biased toward an individual. Either
about the organization and where it is today. Is
coaching or mentoring can be formal or
the idea of a coaching or mentoring program
informal, so the decision on which program you
temporary, that is, to get the organization
want to use is based on the organization and its
through a bad cycle or a downturn? For that
culture.
matter, is the program going into place to help
out in a period of rapid growth or expansion?
Regardless of which program you choose, you
Perhaps you see the program as a permanent
must set forth the goals of the program before
addition to the development of the
trying to implement it. First, as we have
organization, where coaches are selected, they
discussed, you should decide if the program is
"create" new coaches, and these new coaches
to be formal or informal. In a formal program,
continue the process down the line. Whatever
you will probably have measurements,
time line you decide, it is necessary to have an
evaluations, scheduled meetings, and possibly
idea before you move on to the design and
even payment for a mentor or coach's service
implementation of a coaching or mentoring
to the program. The selection of mentors and
program.
coaches may also be a formal process, using
pre‐determined criteria. An informal program
Remember that like any development program,
can usually occur through showing people how
a coaching or mentoring program can be a
to coach or mentor and then letting the process
constantly changing and ever‐developing part of
unfold organically.
the organization. So it's perfectly acceptable to
make changes as you go along or when you stop
Next, it's necessary to look at the goal of the
to reassess the success of the program. Now
program. During this time, you may find that
3
4. that you've determined the type of program, its mission of the coaching program is (and
goals, and its time lines, you're ready to move hopefully garner some interest), and two, the
on to the overall design of the program itself. mission statement will give the coaches and
mentors something to focus on as they move
Step Two: Design the Program forward.
A coaching or mentoring program is an Next, take the time to obtain the buy‐in of key
important way for an organization to take an stakeholders and executives. Just as a training
interest in its associates, train them, and let program does not have much chance of success
them know that there is someone out there to if it's not supported by a money‐holder or
help them. In our first discussion about creating executive, your coaching or mentoring program
a program, you learned that you have to define may not survive if it lacks a senior champion.
whether the program will be coaching or Use your carefully crafted goals, objectives, and
mentoring, as well as define the goals of the mission statement to show the executive the
program. benefits to the organization. Frame those
benefits in terms of the goals, i.e. higher
The next step is the design of the program, so production; lower training costs, or higher
let's discuss a couple of general tips about retention. If the executive you're reaching out
program design before we go to the details. to has a financial stake, consider asking him or
Treat your coaching and mentoring program as her to offer bonus pay for coaches or mentors.
you would a training or leadership development There is one potential pitfall with compensation
program, that is, give it the same "loving care" for coaches: some coaches may take the
and attention to detail as you would a new responsibility simply to earn extra money.
flagship educational program. The second tip is When you move on to evaluation and selection
to spend adequate time in this design phase in criteria, be sure to keep this possible problem in
order to create the best program possible. mind in order to "weed out" undesirable
Don't sacrifice quality for a few extra days or coaches.
weeks. Let's discuss design steps. You may be
surprised ‐ some of these steps are exactly like Take the time to develop measurement and
designing a training program. evaluation for your program, as well. Again, use
your goals and determine how you're going to
First, whether the program is formal or define the success of the program as a whole as
informal, create objectives based on your goals. well as down to each individual coach and
While developing these objectives, think about protégés. Remember that measurements and
them in terms of training objectives. What is it evaluations will go both ways, that is, both
that you want the "coachee" or protégés to be coaches and protégés should be allowed to
able to do during a certain time frame in the evaluate their experience, their coach or
program? The objectives could be as simple as protégés, and their success. Don't forget to
learning more about the management function determine your selection process for both
at your organization or even getting to know a coaches and protégés: create a criterion that is
senior person as a mentor. easy to understand and compare to a person's
performance, personality, or both. Along with
Whatever your objectives, write them down this, determine schedules for meetings and
and "formalize" them so that you can evaluate schedules of payments to coaches (if this is
your success in the future. Along the same lines, something your organization has decided to
create a mission statement for the program. do).
This statement will serve two purposes: one, it
will show everyone in the organization what the
4
5. As you move forward, begin to design a training Consider a training program rollout as a
program for mentors or coaches. Don't let the comparison.
decision to make a program formal or informal
get in the way of showing mentors and coaches The quickest way to sink a new program is to
how to perform that function. Use the simply put it out there and tell the organization
objectives you've come up with and create a that it was needed and ordered. Think about
training program. The training could be a simple your coaching program in the same marketing
web seminar, a Power Point, or a full blown, in‐ terms. Why is the organization adopting the
person workshop. Start with basics, such as the program? What can the organization expect to
definitions of coaching and mentoring, and gain from the program? What can coaches,
move to the specifics of your particular program mentors, and protégés gain from taking the
such as measurements and evaluations. Once time to become a part of the program? Use
you've gone through the first few steps of your mission statement and objectives to frame
design, the actual creation of the formal and develop your marketing.
program will be easy. Again, take your time,
plan the design, and then get to it. The marketing may get the attention of
prospective coaches and mentors, and even
After you've designed the program, it's time to participants. But when they find out the level of
plan the implementation. In our next step, commitment they may have to have, a few
you'll figure out how to make the coaching or might fall out. This is a good problem to have,
mentoring program happen. but be sure that your training effectively
explains the program and expands on the
Step Three: Implementation benefits that are mentioned in the marketing.
Your training should not focus solely on the
Your coaching or mentoring program is now definition of mentoring and the steps to take to
well designed. You've spent time on the details become a coach. Your training should, in effect,
and the program has taken shape. Don't create a mentoring and coaching environment
jeopardize your success by forgetting to for mentors and coaches.
carefully plan the implementation of the
program. In this step, you'll need to look at It should be interactive, focus on benefits, and
marketing, selection, training, and scheduling. truly convince the people involved that they've
You may have planned some of this in your made a good decision both personally and
design stage, but let's discuss some general tips professionally. Choose your instructors wisely,
in each of these areas to ensure a smooth as well. Perhaps now is the time to consider
rollout. using "guest" instructors, that is, organizational
members who are not part of the training and
One of the most important pieces of development staff. Successful managers, that is,
implementation is the marketing of a program. those that have the respect of peers, direct
Just as your organization markets its products reports, and cross‐functional areas, sometimes
and services to its clients, you must market your make the best coaches. For this reason, these
coaching program to your clients. And, as with people may make the best coach‐instructors.
other developmental programs, the sell is not
always easy. First, determine who your target When you begin your selection process, which
audience will be for both coaches and protégés. is a big part of implementation, be certain that
If the entire organization makes the cut, focus criteria for becoming a coach or mentor as well
your marketing on the benefits for the as that of becoming a protégés are clear,
organization, the coaches, and the protégés. measurable, and non‐biased. Just as Human
Resources must make these types of selections
5
6. when choosing job candidates, you must make permanent part of the organization's culture. To
solid selections of both coaches and protégés. make that happen, you must take a few major
Don't get caught in the trap of trying to find steps beyond the implementation of the
"warm bodies" or simply selecting popular program. The next step, then, is to measure
managers. Use the criteria, goals, and effectiveness. Let's look at some great ways to
measurements you've spent time developing in do this.
order to choose the right people for the
program. And be certain that any decisions can First, it's important to remember that
be backed up factually. When you pay this close measuring effectiveness is not a one‐time thing.
attention to your selection process, you'll be You must continue to measure the
steps ahead of the curve when the program first effectiveness of your program on a regular
rolls out. basis, just as you would a regular training and
development program. Whether your program
Finally, think about the scheduling aspect of the is formal or informal, the first thing to do in
coaching or mentoring program. Aside from preparation for measurement is to revisit your
training coaches or mentors, are you going to original goals, objectives, and mission. From
require regular meetings of coaches and these items, you can formulate an evaluation. If
protégés, as well as separate groups of coaches your program is informal, take the goals of the
and protégés? If your program is more informal, program to formulate interview questions to be
decide if business‐hours meetings are called for. posed to both coaches and mentors and
In cases such as these, you may have to confine protégés.
meetings of informal mentors and coaches to
after‐ or before‐hours times. On the other The overall goal of an informal interview is to
hand, if the coaching program is formal and find out exactly how the program has affected
expected to be part of an overall development the lives of both the coaches and the protégés.
path or curriculum, consider how scheduling You'll want to find out if they have achieved
meetings should be handled. The key here is to advancement professionally, personally, or
make plans for scheduling before you start both. You'll need to discover if the program
doing it. This way, your implementation will be reaches beyond the office environment. And,
clean from start to finish. you'll want to find out if the program is meeting
your original goals.
After the implementation, let your program run
for a set amount of time. You can decide what For a formal program, consider creating a
time frame is appropriate, as well. After that formal evaluation using your goals and mission.
time frame runs, it will be necessary to go back Think about how you would evaluate a training
and measure effectiveness. program in the lower and middle levels of
Fitzpatrick's levels of evaluation. Write a
Step Four: Measurement separate evaluation for coaches and for
protégés so that you can compare both back to
You've spent time and effort on creating and your original goals. Make the evaluation a
designing your mentoring or coaching program. formal part of the program, that is, send it out
You've also got the "buy‐in" of key stakeholders via email or inter‐office mail and request a
within the organization. Although these are response within a certain amount of time. If
important steps, it is equally important to program members fail to respond, give them a
ensure that the program is effective ‐ and that it friendly reminder. Also inform them that their
maintains its effectiveness. As we will discuss in responses are completely confidential and that
the future, your ultimate goal with a coaching the goal of the evaluation is to make the
or mentoring program is to make it a program better for them. You'll learn quite a bit
6
7. from a formal evaluation, especially when you to keep the evaluation going at regular
can put numbers and responses in comparison intervals. If you get one good evaluation, don't
with your original goals. stop there. As we will discuss, your program is a
growing and changing part of your organization
Evaluating effectiveness doesn't have to stop at and should be treated as such. Now that you've
interviews and paper‐based evaluations. evaluated, it's time to move on to the changes
Consider evaluating the people who work with you'll need to make.
coaches and protégés, as well as their managers
and supervisors. This way, you'll get an overall Step Five: Changing Your Program
picture of how the program is impacting others
as well as the direct participants. Most organizational development professionals
know that evaluation of any program can lead
Another way to evaluate is to find out how the to changes. And most of us know that change
program is perceived throughout the can be good and also that change can be rather
organization. Again, this could be done the difficult. When it comes to your coaching or
same way regardless of whether the program is mentoring program, you must move forward
formal or informal. Ask organizational members with the changes you've discovered in your
if they've heard of the program, if they know evaluation, regardless of whether they are great
anyone who is involved with it, and if they've changes or rather difficult changes. The best
seen a difference in how the organization is way to maintain a good perception, or build
functioning. While you're looking at one, within the organization is to show that the
perceptions, go back to that executive sponsor program can be tailored to fit the current
or key stakeholder and discover what he or she situation. Now is the time to take a close look at
perceives about the coaching or mentoring your evaluation and determine the changes that
program. Although executives may be removed need to be made.
from the everyday life at the organization,
anything they've heard, whether good or bad, is First, take a look at the kind of program you
important news to you and your coaching have in place. In our first discussion, we talked
program. about the differences between coaching and
mentoring programs, as well as the differences
Another way to measure your program is to do between formal and informal programs. Have
some research and benchmark it against similar you discovered that an informal mentoring
programs at similar organizations. You may program just didn't come together like you
have a formal or informal network of thought it would? If so, consider moving to a
organizational development professionals, so more formal arrangement. What if your
that is a good place to start. Find out what kind program has achieved results but only on a
of results those organizations have had with small scale? This is another reason to consider
coaching and mentoring programs, on both an going from formal to informal. Did mentoring
informal and formal basis. Take time to do miss the mark, that is, did informal mentoring
some Internet research on coaching and have a less‐than‐adequate impact on the
mentoring and decide if any of the organization as far as productivity,
organizations you find are worth contacting. management style, or other numbers? If so,
You may hear some good ideas for changes think about going to a coaching program that
going forward, as well as some encouragement has goals centered on the organization.
that your program is working well.
Another way to look for changes is to revisit the
The major idea to keep in mind about training and pay situation in your program. If an
measuring the effectiveness of your program is informal program hasn't quite lived up to
7
8. expectation, consider implementing a formal your original goals. Are your goals reachable
training program for coaches or mentors. On and effective, or did you over‐ or under‐write
the flip side, perhaps coaches and mentors felt the goals? Has the organization gone through
a bit restricted by the formal training and change that would necessitate a change to the
formal rules. Could that be a sign to move the goals of the program itself? This is another area
program in a more informal direction? If your where you must overcome your fear and make
organization is paying mentors and coaches, the changes that you feel are necessary,
look for signs that this has or hasn't worked. If especially when you have a fact‐based
protégés reported that their coach or mentor evaluation to back it up. A final way to make
was less than interested in their progress, you changes is to ask the mentors, coaches, and
may have picked up coaches that were more protégés for help. They have evaluated the
interested in getting paid than in helping their program and may have given you some ideas as
peers and organization. On the other hand, if to how to change it. Allow these groups to help
mentors lacked motivation after a while, a pay you make changes.
program could be the proper motivating factor.
And keep in mind that incentive programs for The most important thing to remember when
coaches and mentors don't always have to take making changes to your program is to go ahead
the form of extra money on the paycheck. and make them. The change may be difficult,
These incentives could be time off, gift but it will strengthen your program in the long
certificates, special awards, or perhaps just a run. Once you finish making changes, it's time
monthly luncheon. to get creative and look for ways to expand.
As you're considering change, look at the Step Six: Look For Ways to Expand
people in the program, starting with coaches or
mentors. One of the most obvious results of an The coaching or mentoring program you've
evaluation is going to be the evaluation of created is up and running, you've evaluated,
coaches, mentors, and protégés. If coaches and you've made changes. At this point, you're
have more than one protégés, look at the trend probably seeing the successes of the program
from the evaluation you've created. A coach or and would like to help others in the
mentor with lackluster performance on more organization achieve those successes. Don't be
than one protégés may be the wrong pick for afraid to look for ways to expand your coaching
the program. The same goes with protégés, or mentoring program. Here are some ways to
though. A protégés who is resentful of the get more people interested and to expand the
program or thinks he or she would be better reach of your successful program.
suited as a coach may not have the right
attitude to be included in the program. The First, consider incentive for coaches. If you've
hardest part of making change in the area of already implemented incentives for coaches or
human resources in your program is just that: mentors, look at what incentives you are
you may be adding or removing people from offering and determine if those are going to be
the program due to what you've discovered in sustainable. If so, offer those incentives to new
your evaluation. The key point here is to move coaches and mentors in order to get the
forward without fear ‐ after all, the program program into an expansion. If the incentives
must continue to improve and coaches, were experimental, think about expanding
mentors, and protégés should be top them and making them permanent. Under
performers within the confines of the program. these conditions, think about moving to more
valuable incentives. When you find that coaches
As you review your measurements in an effort and mentors are performing well in an incentive
to look for ways to change, take a close look at environment, this is a sign that you've hit the
8
9. mark. And let's face it: one of the best ways to existing dollars and put them into the program.
get people's attention these days is to offer In fact, as the program continues to succeed,
value. Another way to expand incentive is to you may be able to ask for more money,
offer "better" incentives for protégés who want especially as economic conditions improve. But
to become coaches or coaches who want to if the money remains tight, look for training
take on additional protégés. There are many programs that can be cut in favor of the
ways to get creative with incentive, especially if coaching program. If you do this, you may be
the program has led to higher productivity or able to prove that the program is worth a few
decreased costs. more dollars, especially because overhead on a
coaching or mentoring program tends to be
Another way to expand a successful coaching or lower than formal training programs.
mentoring program is to make it formal. You
may have been right on target with your Finally, don't be afraid to show your results to
informal program, but an expansion in an decision makers in order to look for ways to
informal environment could create confusion. expand. If the numbers show success, the
Before you expand, take the time to make the organizational decision makers may be more
program formal by creating training, schedules, willing to help you expand the program. In fact,
selection criteria, and evaluation criteria. This those decision makers may be able to give you
way, as with any major program that is being ideas and further clearance on expansion. Going
expanded, you can bring some order to a larger to the decision makers and stakeholders to ask
group of people or a wider geographic spread. for expansion is also a great way to get the buy‐
in of those who may not have given it at the
Along the lines of formalization, take a look at beginning.
the target population of your coaching or
mentoring program. As we discussed in the Once your coaching or mentoring program has
beginning, you may have created a program become successful, remember to look for ways
strictly for one area or one group of people to expand it. The benefits will be far‐reaching
within the organization, such as management and can change the organization for the better.
trainees or the sales department. If the
program has had a great deal of success, look Step Seven: Make It Permanent
for other areas within the organization that
could benefit from the program and its benefits. As we close our discussion on creating a
Depending on your organization's size, you can coaching or mentoring program, you must take
even make plans to expand to the entire the time to make the program permanent.
organization. If your program was already rolled You've measured the success of the program in
to the entire organization, consider how you both human capital and otherwise. You've
can give the program a further reach. shown that success to the decision makers and
stakeholders and they are "on board". Let's look
Expansion may sometimes be easier said than at some ways that you can make the program a
done, especially if money is involved. But there permanent part of the organization.
are ways to expand on an existing budget,
especially if that budget is aimed at training and First, the key part of permanence is to always
development. be a step ahead of the organization. If things
are going to change, you need to be aware of
Consider taking some of your T&D budget and the coming changes. To do this, you should
allocating it to the coaching or mentoring keep in contact with your executive sponsors or
program. You've already seen success and are stakeholders. Set regular meetings with them
able to measure that success, so why not take using the coaching program as a meeting
9
10. subject in order to keep the program in their sponsors as spokespeople when the time comes
minds. Be prepared to show how you're to open the program. This kind of marketing is
evaluating and making changes along the way, effective and is also a definite mark of
both the good and the difficult changes. Once permanence.
you've got this "window" into the future of the
organization, you can always be on the lookout If your program is still in "limited release", that
for ways to change the program with the is, not a part of every area of the organization,
organization. And when you do this, your go through the steps for expansion. When you
executive sponsorship and buy‐in will continue. do this, you'll be able to create the permanence
that we are discussing. By deploying the
If your program involves a formal training program to all levels, you'll also be able to
course for coaches or mentors, be sure to keep create the concept of scarcity that we've just
that training alive and well ‐ and on the discussed.
schedule at all times. If organizational members
are looking for ways to expand their own Another way to maintain permanence is to keep
careers, they will inquire about the program. measuring and evaluating the program. Don't
This is another way to keep in permanent. Don't give in to the temptation of going through a few
offer the course or the coach and mentor evaluation cycles and then stopping. Evaluation
openings too frequently ‐ one of the chief takes time and resources but it will be
concerns in marketing a great product or worthwhile as the program changes with the
service is to keep it scarce. And prospective organization and its needs. And as you market
coaches or mentors may have to wait to get the program, the members of the organization
into the program, which is a good thing. Keep in will be able to see that coaching and mentoring
mind that just as you evaluate the coaching is there to stay.
program itself, you must evaluate the training
program, as well. Keep it fresh and people will Before we finish our discussion on creating a
keep lining up. coaching or mentoring program, let's review the
steps. First, determine your goals and the type
In regard to the coach and mentor "positions", of program you're going to implement. Second,
keep them at a level of scarcity, as well. take the time to design the program based on
Determine your time frame for opening the those goals. Third, plan an implementation
program to new coaches and mentors and stick strategy that includes marketing, training,
to it. Conduct a marketing "blitz" just before scheduling and selecting coaches, mentors, and
you open the program each time in order to protégés. Fourth, be sure to measure the
peak interest on the part of coaches and effectiveness of the program through formal,
protégés. When the members of the informal, and benchmarking methods. Fifth,
organization know the benefits of the program don't be afraid to make changes. Sixth,
and begin to know when it opens, they will be remember to look for ways to expand the
ready to move when the time comes. This tactic program at all levels. Finally, always make it
can keep the program alive and make it part of permanent.
the organization's "mental calendar". In terms
of marketing, be sure to use your executive
10
12. Finaancial Training Solution (FTS), the instructor-
ns e -led division of CapitalW Wave Inc,
is a firm made of up industry profes
e ssionals having a repu utation for providing
first-
-rate training and cons
g sultancy to b
banks and other financ cial institutio
ons. FTS
offer professionals who ha extensiv knowledg experien and exp
rs ave ve ge, nce pertise in
the aareas of ban nking and fin
nance.
Blennded learning is the p philosophy o which th company was found
on he y ded. Our
ning methodology, integrating theory with practice using ou own very powerful
train y ur
train
ning tools, creates a uniquely exciti ing and effe
ective learnin environm
ng ment. The
resu pays imm
ult mediate dividdends in the retention of newly-learned concepts and
their practical ap
r pplication in the financia marketplac
al ce.
Cap lWav Inc.
pital ve
Delivering Innovative Training S
g Solutions
For further informa
ation, please contact:
e
Finan
ncial Training Solutions is a division of CapitalW
g Wave Inc.
Bryant Nielson, Direc
B ctor
http
p://www.Ca
apitalWave
e.com
http://wwww.FinancialTrainingS
Solutions.c
com
http://
/www.Your rTrainingEdge.com
Tele US: +1 (917) 477-3
T 3221
Te UK: + 44 (20) 3356 9
ele 4 9935
bryant.nie
elson@financialtrainings
solutions.com
m
12