I am uploading this amazing ppt on mentoring, coaching and buddy system. I hope it will be informative to you all.
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This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
This document outlines an agenda for a presentation on achieving work-life balance. The presentation covers estimating time usage, defining work-life balance, the effects of imbalance, factors for a good life, dimensions of balance, organizational initiatives, and tips for reducing stress. It includes templates for estimating time spent on work and non-work activities. The presentation promotes properly prioritizing work, career, and lifestyle needs like health, family, and personal development.
The document discusses work-life balance and defines it as achieving meaningful daily achievement and enjoyment in work, family, friends, and personal life rather than an equal balance. It outlines consequences of poor work-life balance like increased stress, fatigue, and lost time. The document also compares work-life programs in the US and EU and provides tips for improving work-life balance like tracking time use, saying no, and nurturing oneself. Finally, it discusses the role of health managers in promoting work-life balance.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as properly prioritizing between career/work and personal life/health. It then discusses various demands on personal resources like time and energy, and how to allocate them between work and non-work. Several studies and statistics are presented about dissatisfaction with work-life balance and its impacts. The remainder of the document provides many suggestions for improving balance, including time management, flexibility, self-care, prioritizing tasks, saying no, establishing boundaries, and organizational policies around leave, flexible schedules and childcare.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
This document outlines an agenda for a presentation on achieving work-life balance. The presentation covers estimating time usage, defining work-life balance, the effects of imbalance, factors for a good life, dimensions of balance, organizational initiatives, and tips for reducing stress. It includes templates for estimating time spent on work and non-work activities. The presentation promotes properly prioritizing work, career, and lifestyle needs like health, family, and personal development.
The document discusses work-life balance and defines it as achieving meaningful daily achievement and enjoyment in work, family, friends, and personal life rather than an equal balance. It outlines consequences of poor work-life balance like increased stress, fatigue, and lost time. The document also compares work-life programs in the US and EU and provides tips for improving work-life balance like tracking time use, saying no, and nurturing oneself. Finally, it discusses the role of health managers in promoting work-life balance.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as properly prioritizing between career/work and personal life/health. It then discusses various demands on personal resources like time and energy, and how to allocate them between work and non-work. Several studies and statistics are presented about dissatisfaction with work-life balance and its impacts. The remainder of the document provides many suggestions for improving balance, including time management, flexibility, self-care, prioritizing tasks, saying no, establishing boundaries, and organizational policies around leave, flexible schedules and childcare.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
Onboarding refers to the collective processes and activities of integrating new employees. The onboarding period begins when the new employee accepts an offer and continues through the first 90 days of employment. It includes preparing for, enabling, engaging, and supporting the new employee. The process is designed to help employees adjust to the culture, embrace the values, and establish work goals and priorities
Program Developed by Trey Scarpa
The document discusses work-life balance and its importance. It defines work-life balance as achieving a balance between workplace obligations and personal responsibilities. Maintaining a proper balance is important for employee well-being and productivity. The document outlines many factors that can lead to an imbalance like long work hours, overload, and lack of flexibility. It provides tips for both employers and employees to improve work-life balance, such as flexible schedules, time off policies, self-care, and stress management. The overall message is that finding the right balance specific to each individual is key to enjoying both work and personal life.
The buddy system is a procedure in which two people, the "buddies", operate together as a single unit so that they are able to monitor and help each other.
Trying balance work, family, and life can be an elusive task. This presentation will discuss the work-life balancing act through understanding unbalance, personal health effects, and organizational impact. Strategies are discussed that lay the groundwork for finding personal work-life balance. Alternate ways of conceptualizing life balance are proposed, as well as an exercise to begin swinging the pendulum towards a more balanced and fulfilling life. This presentation is appropriate for those who are seeking life balance, as well as employers, supervisors and managers who are trying to retain and strengthen their workforce.
Presenter
Sandra B. Morissette, Ph.D.
Assessment Core Chief, Veterans Affairs VISN 17 Center of Excellence for Research on Returning War Veterans
Associate Professor, Texas A&M Health Sciences Center, College of Medicine
Employee Life Cycle PowerPoint Presentation Slides SlideTeam
Use this professionally designed Employee Life Cycle PowerPoint Presentation Slides to scan the various stages an employee goes through within an organization. HR managers can utilize this content-ready HR model PowerPoint slideshow to optimize the progress of employees. Map the employee lifecycle to not only attract the best talent but to also enhance the customer experience. This HR lifecycle PowerPoint presentation comprises of different stages in the career of an employee, starting from recruitment to termination or retirement. Use this ready-made employee lifecycle complete PowerPoint presentation templates to build great teams. This content-ready HR cycle PPT deck covers topics like employee lifecycle framework, talent acquisition, current vacancies, job description, candidate assessment, employee management, attendance tracker, and more. These PPT templates are customizable. You can edit the template as per your requirement. Change the color, text, icon, and font size as pe your requirement. Grab this complete presentation on HR model to increase the employee engagement and maximise your returns. Elaborate on the contents of the deal with our Employee Life Cycle Powerpoint Presentation Slides. Clarify every aspect of the agreement.
Work-life Balance is a simple concept with multiple applications. Find out how this concept can be utilised to bring out efficiency and effectiveness out of employees' competencies.
The document summarizes a seminar presentation on work-life balance given by Mr. Dhinda Mohammed Sharif to the Department of Management Studies at JNNCE, Shimoga. The presentation covered the introduction, definition, dimensions, reasons for and solutions to achieving work-life balance. It discussed individual, family, work and organizational factors that impact work-life balance as well as benefits and problems resulting from an imbalance. The presentation concluded with components and importance of achieving work-life balance for both individuals and organizations.
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
The document discusses work-life balance and its importance. It defines work-life balance as the ability to be productive at work while maintaining a happy home life with leisure time. It then discusses six components of achieving work-life balance: self-management, time management, stress management, change management, technology management, and leisure management. The document also discusses causes of imbalance like work pressure and stress, and consequences like health risks, absenteeism, and burnout. Finally, it discusses responsibilities of employers in helping employees achieve better balance through options like telecommuting, job sharing, and flexible scheduling.
The document discusses work-life balance and how it is important for both employees and organizations. It states that work-life balance means prioritizing between career and personal life. While it is different for everyone, dual career families and those with young children often experience more conflict. The document also notes that organizations that support work-life balance see benefits like lower turnover and higher job satisfaction. Both employees and organizations need to work together to achieve a good balance.
Bad management, specifically a poor relationship with one's direct supervisor, is cited as the primary reason employees leave their jobs. Studies have found that 88% of employees quit for reasons other than pay, though 70% of managers believe pay is the main factor. Other common reasons for leaving include lack of recognition for one's contributions, an unhealthy work environment, lack of career growth opportunities, and imbalance between work and personal life. To improve retention, organizations must focus on employee satisfaction by addressing needs, treating people with respect, and ensuring fairness and motivation.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
The document discusses several topics related to mental health issues affecting teachers. It notes that 46% of teachers report high daily stress, making teaching one of the most stressful occupations. Sources of teacher stress include student behavior, testing, low pay, large responsibilities, and lack of support from school leaders. Early career teachers struggle more with classroom management while late career teachers have trouble with changing technology and curriculums. Urban teachers report more stress due to safety issues and lack of community support. Responses to stress include downshifting responsibilities, depression, and implementing wellness programs in schools. Causes of depression include loneliness, family history, trauma, health issues, and discrimination. Solutions proposed are implementing support programs, individual stress management techniques
This document discusses tips for balancing professional and personal life. It begins with an introduction defining work-life balance as effectively managing time between paid work and other important activities like family, hobbies, volunteering and education. It then covers components of professional and personal life like self-management and time management. The document also lists reasons it can be difficult to balance the two, such as demands from medical school or training, and provides tips for integrating personal life into one's schedule like coming home relaxed, eating with family and developing healthy routines.
The document discusses work-life balance and achieving a balance between work and personal life. It defines work-life balance as being achieved when an individual's right to a fulfilled life both inside and outside of paid work is accepted and respected. Maintaining work-life balance is important for an individual's health and well-being as well as for employers through benefits such as increased productivity, commitment and retention of employees. Flexible work policies and personal time management are keys to achieving a balanced life.
Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
This presentation helps understand the importance of maintaining a stress free environments for the employes in an organization. all the benefits are very well explained here.
Work life balance is important for properly compartmentalizing work tasks from personal life, having the courage to say no to overwork, and not missing valuable time with family and friends. Organizations can support employees' work life balance through programs like flexible schedules, telecommuting, leave time, childcare assistance, gym subsidies, and vacation days to enhance both productivity and well-being. Quality time spent with loved ones, rather than constant working, helps achieve a better balance.
1) The document discusses developing effective mentoring programs for medical students. It outlines the aims of establishing long-term relationships between students and faculty to identify needs and resources.
2) The University of Minnesota program assigns students to learning communities with an MD and PhD mentor for scheduled meetings throughout medical school. Mentors aim to guide students' development and examination of ideas.
3) Effective mentors demonstrate qualities like availability, constructive feedback, and interest in individual mentees. Challenges include issues like lack of faculty time/engagement and cultural/gender differences. Programs should establish frameworks to guide meetings and define responsibilities.
The document discusses effective mentoring programs in federal agencies. It finds that successful programs have committed mentors and protégés, support from upper and middle management, clearly defined roles and responsibilities, trained mentors, established goals for skills development and career growth, and are well-advertised and fully funded programs that foster a strong culture of mentoring across the organization. The document is based on surveys of mentoring programs across multiple federal agencies.
Onboarding refers to the collective processes and activities of integrating new employees. The onboarding period begins when the new employee accepts an offer and continues through the first 90 days of employment. It includes preparing for, enabling, engaging, and supporting the new employee. The process is designed to help employees adjust to the culture, embrace the values, and establish work goals and priorities
Program Developed by Trey Scarpa
The document discusses work-life balance and its importance. It defines work-life balance as achieving a balance between workplace obligations and personal responsibilities. Maintaining a proper balance is important for employee well-being and productivity. The document outlines many factors that can lead to an imbalance like long work hours, overload, and lack of flexibility. It provides tips for both employers and employees to improve work-life balance, such as flexible schedules, time off policies, self-care, and stress management. The overall message is that finding the right balance specific to each individual is key to enjoying both work and personal life.
The buddy system is a procedure in which two people, the "buddies", operate together as a single unit so that they are able to monitor and help each other.
Trying balance work, family, and life can be an elusive task. This presentation will discuss the work-life balancing act through understanding unbalance, personal health effects, and organizational impact. Strategies are discussed that lay the groundwork for finding personal work-life balance. Alternate ways of conceptualizing life balance are proposed, as well as an exercise to begin swinging the pendulum towards a more balanced and fulfilling life. This presentation is appropriate for those who are seeking life balance, as well as employers, supervisors and managers who are trying to retain and strengthen their workforce.
Presenter
Sandra B. Morissette, Ph.D.
Assessment Core Chief, Veterans Affairs VISN 17 Center of Excellence for Research on Returning War Veterans
Associate Professor, Texas A&M Health Sciences Center, College of Medicine
Employee Life Cycle PowerPoint Presentation Slides SlideTeam
Use this professionally designed Employee Life Cycle PowerPoint Presentation Slides to scan the various stages an employee goes through within an organization. HR managers can utilize this content-ready HR model PowerPoint slideshow to optimize the progress of employees. Map the employee lifecycle to not only attract the best talent but to also enhance the customer experience. This HR lifecycle PowerPoint presentation comprises of different stages in the career of an employee, starting from recruitment to termination or retirement. Use this ready-made employee lifecycle complete PowerPoint presentation templates to build great teams. This content-ready HR cycle PPT deck covers topics like employee lifecycle framework, talent acquisition, current vacancies, job description, candidate assessment, employee management, attendance tracker, and more. These PPT templates are customizable. You can edit the template as per your requirement. Change the color, text, icon, and font size as pe your requirement. Grab this complete presentation on HR model to increase the employee engagement and maximise your returns. Elaborate on the contents of the deal with our Employee Life Cycle Powerpoint Presentation Slides. Clarify every aspect of the agreement.
Work-life Balance is a simple concept with multiple applications. Find out how this concept can be utilised to bring out efficiency and effectiveness out of employees' competencies.
The document summarizes a seminar presentation on work-life balance given by Mr. Dhinda Mohammed Sharif to the Department of Management Studies at JNNCE, Shimoga. The presentation covered the introduction, definition, dimensions, reasons for and solutions to achieving work-life balance. It discussed individual, family, work and organizational factors that impact work-life balance as well as benefits and problems resulting from an imbalance. The presentation concluded with components and importance of achieving work-life balance for both individuals and organizations.
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
The document discusses work-life balance and its importance. It defines work-life balance as the ability to be productive at work while maintaining a happy home life with leisure time. It then discusses six components of achieving work-life balance: self-management, time management, stress management, change management, technology management, and leisure management. The document also discusses causes of imbalance like work pressure and stress, and consequences like health risks, absenteeism, and burnout. Finally, it discusses responsibilities of employers in helping employees achieve better balance through options like telecommuting, job sharing, and flexible scheduling.
The document discusses work-life balance and how it is important for both employees and organizations. It states that work-life balance means prioritizing between career and personal life. While it is different for everyone, dual career families and those with young children often experience more conflict. The document also notes that organizations that support work-life balance see benefits like lower turnover and higher job satisfaction. Both employees and organizations need to work together to achieve a good balance.
Bad management, specifically a poor relationship with one's direct supervisor, is cited as the primary reason employees leave their jobs. Studies have found that 88% of employees quit for reasons other than pay, though 70% of managers believe pay is the main factor. Other common reasons for leaving include lack of recognition for one's contributions, an unhealthy work environment, lack of career growth opportunities, and imbalance between work and personal life. To improve retention, organizations must focus on employee satisfaction by addressing needs, treating people with respect, and ensuring fairness and motivation.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
The document discusses several topics related to mental health issues affecting teachers. It notes that 46% of teachers report high daily stress, making teaching one of the most stressful occupations. Sources of teacher stress include student behavior, testing, low pay, large responsibilities, and lack of support from school leaders. Early career teachers struggle more with classroom management while late career teachers have trouble with changing technology and curriculums. Urban teachers report more stress due to safety issues and lack of community support. Responses to stress include downshifting responsibilities, depression, and implementing wellness programs in schools. Causes of depression include loneliness, family history, trauma, health issues, and discrimination. Solutions proposed are implementing support programs, individual stress management techniques
This document discusses tips for balancing professional and personal life. It begins with an introduction defining work-life balance as effectively managing time between paid work and other important activities like family, hobbies, volunteering and education. It then covers components of professional and personal life like self-management and time management. The document also lists reasons it can be difficult to balance the two, such as demands from medical school or training, and provides tips for integrating personal life into one's schedule like coming home relaxed, eating with family and developing healthy routines.
The document discusses work-life balance and achieving a balance between work and personal life. It defines work-life balance as being achieved when an individual's right to a fulfilled life both inside and outside of paid work is accepted and respected. Maintaining work-life balance is important for an individual's health and well-being as well as for employers through benefits such as increased productivity, commitment and retention of employees. Flexible work policies and personal time management are keys to achieving a balanced life.
Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
This presentation helps understand the importance of maintaining a stress free environments for the employes in an organization. all the benefits are very well explained here.
Work life balance is important for properly compartmentalizing work tasks from personal life, having the courage to say no to overwork, and not missing valuable time with family and friends. Organizations can support employees' work life balance through programs like flexible schedules, telecommuting, leave time, childcare assistance, gym subsidies, and vacation days to enhance both productivity and well-being. Quality time spent with loved ones, rather than constant working, helps achieve a better balance.
1) The document discusses developing effective mentoring programs for medical students. It outlines the aims of establishing long-term relationships between students and faculty to identify needs and resources.
2) The University of Minnesota program assigns students to learning communities with an MD and PhD mentor for scheduled meetings throughout medical school. Mentors aim to guide students' development and examination of ideas.
3) Effective mentors demonstrate qualities like availability, constructive feedback, and interest in individual mentees. Challenges include issues like lack of faculty time/engagement and cultural/gender differences. Programs should establish frameworks to guide meetings and define responsibilities.
The document discusses effective mentoring programs in federal agencies. It finds that successful programs have committed mentors and protégés, support from upper and middle management, clearly defined roles and responsibilities, trained mentors, established goals for skills development and career growth, and are well-advertised and fully funded programs that foster a strong culture of mentoring across the organization. The document is based on surveys of mentoring programs across multiple federal agencies.
The document discusses reasons why mentoring relationships fail and how to ensure success. Research identified 5 characteristics of failed relationships: poor communication, lack of commitment, personality differences, perceived or real competition, and the mentor's lack of experience. Correspondingly, 5 characteristics ensured success: reciprocity, mutual respect, clear expectations, personal connection, and shared values. The document recommends 5 steps for a successful mentoring relationship: build rapport, discuss expectations, create an agreement, understand it is a two-way relationship, and schedule reviews.
This document discusses mentoring and mentoring programs. It provides information on defining different types of mentors, including scholarly mentors, co-mentors, career mentors and advisors. It also discusses responsibilities of mentors and mentees. The document outlines workshops provided by the UCSF-GIVI CFAR Mentoring Program and the need to recruit and train new mentors. It concludes that mentoring is important for career development but requires administrative support and funding to be effective.
The document outlines the steps to successful mentoring relationships. It discusses the roles and responsibilities of mentors and mentees. The seven steps include: learning about mentoring, discussing keys to success, having initial and follow up meetings, concluding the partnership, and considering a formal mentoring program. Mentors are responsible for sharing expertise, expanding networks, and providing feedback. Mentees are responsible for setting goals and being open to learning. The benefits for both include personal and career development.
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
IPDC Training - Leadership Essential Coaching for Greater Effectiveness and P...IPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
The document discusses the differences between coaching and mentoring. Coaching focuses on improving short-term performance and resolving work issues, while mentoring aims to develop the individual's career over the long term. Coaching uses questioning, silence, and active listening to develop action plans, while mentoring provides a safe environment for sharing issues through relationship building. Some key differences are that coaching can achieve results quickly while mentoring requires more time to build trust, and coaching addresses current job topics while mentoring prepares individuals for future roles.
In today’s resource constrained environment, it is more important than ever that people have the right skills, knowledge and opportunities to contribute to their fullest potential. And rather than putting pressure on the bottom line, coaching and mentoring can improve profitability, because people that have been coached and mentored effectively are more likely to grow, succeed, and achieve results.
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
The document outlines a course on coaching and mentoring. It includes:
- An introduction and outline of 5 course topics, including the purpose of coaching/mentoring, basic models and approaches, best practices, understanding personality types, and using vocal/visual techniques.
- Examples of notable mentorships in different fields like business, politics, entertainment and sports.
- Definitions of mentoring as a deliberate relationship intended to benefit both parties through guidance and support. Mentees are the students of mentors.
- How coaching involves sharing experiences to help employees achieve success and avoid mistakes through a caring, sympathetic approach.
Achieving life performance through effective coaching & mentoringAsitha Goonewardena
This document discusses coaching, mentoring, and how they can help individuals achieve life fulfillment. It provides definitions and comparisons of coaching versus mentoring. Coaching focuses on short-term, job-related goals while mentoring focuses on long-term career and psychosocial development. Effective coaching and mentoring can help individuals improve skills, progress their careers, and feel supported. The document outlines best practices for how managers can coach and mentor their teams to help with retention and creating a culture of learning and achievement.
Coaching focuses on helping individuals meet goals through an ongoing relationship and action towards visions. A coach guides and supports progress from point A to B. Mentoring is generally informal without obligations, where a mentor shares experience and insight to help one learn. Training is formal with defined objectives, where a trainer as subject matter expert teaches skills and competencies through techniques like discussions and simulations to improve capabilities. While similar in helping others, coaching, mentoring and training each have distinct focuses and approaches.
This document discusses coaching and mentoring. It defines coaching as a facilitative process that stimulates and challenges the coachee in a time-bound manner, while mentoring is an ongoing, long-term relationship without a strict structure. Effective coaching requires skills like active listening, questioning, and feedback, as well as emotional intelligence. Several coaching models are presented, including the GROW model, which structures coaching conversations around goals, reality, options, and will/commitment. Managers can act as coaches if they adopt an empathetic approach different from traditional management and address potential resistance from staff.
Who is in your circle of influence? Building relationships and making the right connections are key skills for professional longevity and success. This process takes time, planning, and commitment. We create these opportunities by exploring ways to exchange value. As we expand our circles, we access opportunities, knowledge, and greater work satisfaction. Executive coaching and mentoring are powerful ways to build a support network, access valuable resources, and gain insights into decisions and strategies. These relationships help build capacity to manage self and others and navigate through professional triumphs and challenges. This workshop will show you how to build networks, get and become mentors, and share real executive coaching techniques that will help you now.
At the end of this session participants will be able to:
a. Customize your own “power network” plan
b. Identify strategies to capitalize on creative partnerships
c. Explore ways to access great mentors and executive coaches
d. Explore executive and mentoring questions, techniques, and advice
The document discusses the benefits and process of mentoring in an organizational setting. It outlines several organizational and individual benefits of mentoring such as emphasizing teamwork, improving communication, enhancing careers, and boosting motivation. It also lists qualifications for effective mentors like interpersonal skills, knowledge, and credibility. The mentoring process involves activities by both mentors and employees, such as providing feedback, career planning, and sharing advice. Finally, it provides steps to establish a successful mentoring relationship, including creating a network, actively listening, setting boundaries, and developing synergy between mentor and employee.
Toronto Training and HR provides training, coaching, and mentoring services. The document discusses the qualities of great coaches, including generosity, optimism, and compassion. It provides frameworks for effective coaching sessions and common mistakes to avoid, such as talking too much. Mentoring roles are described as teacher, advisor, and role model. Benefits of mentoring programs include stronger culture, employee retention, and less stress. The conclusion encourages questions.
Half day open training event held in London, England on how to conduct the dismissal/termination of an employee as professionally and efficiently as possible, whilst minimising the pain and suffering involved.
Ipdc training 2014 mentoring & coaching skills Bun Sucento
IPDC TRAINING & CONSULTING - FACT SINCE 2000
Trained more than 15,000 participants (Top executives, senior managers, middle managers and professionals) in combined 12 years both in in-house and public programs setting
Served more than 650 major clients across industries, sectors and regions, including Vietnam, Malaysia, Thailand.
Run more than 350 different workshops or training programs on yearly basis
Has Partnership with several major training institutions in overseas region.
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
1) The document defines mentoring as a collaborative partnership between a mentor with greater skills and experience and a protégé seeking to increase their skills. It discusses the responsibilities and benefits for both mentors and protégés.
2) It recommends establishing a formal mentoring program to help new employees, promote underrepresented groups, and ensure knowledge sharing. A good program can help with retention and development.
3) The document outlines the stages of an effective mentoring relationship - preparing, negotiating goals and expectations, the active enabling stage, and eventual closure as the protégé becomes independent. It provides tips for starting and maintaining successful mentoring partnerships.
Develop U provides executive coaching to help leaders achieve business goals and improve performance. Their approach involves giving leaders space to learn and lead themselves rather than being told answers. Coaches work with leaders to identify tangible steps to achieve goals and strengthen long-term skills. Coaching is reported to create high-performing teams, increase engagement and bottom-line results, and deliver measurable financial and performance growth.
Develop U provides executive coaching to help leaders achieve business goals and improve performance. Their approach involves giving leaders space to learn and lead themselves rather than being told answers. Coaches work with leaders to identify tangible steps to achieve goals and strengthen long-term skills. Coaching is reported to create high-performing teams, increase engagement and bottom-line results, and deliver measurable financial and performance growth.
The document discusses organizational coaching and its benefits. It defines coaching as helping unlock a person's potential to maximize their performance, while mentoring involves a more experienced person advising and supporting another's career development. Coaching focuses on short-term performance goals, while mentoring has a long-term focus on career development. The benefits of coaching include improved individual and organizational performance, increased employee engagement, and identifying strengths and development opportunities. When implemented effectively in an organization, coaching can help drive business needs and support talent management strategies.
It is rare that senior executives as a group have serious dialogue about development. Regular meetings, strategy meetings and Supervisory Board meetings are their cooperation areas. Those involved are aware that they could work together more effectively, efficiently and sustainably and contribute better as individuals if they made time for themselves and for one another. For this reason, Group Coaching has been developed over the last two decades as a particularly effective format for management development.
Mentoring and coaching for organizational successPakii16
The document discusses mentoring and coaching for organizational success. It defines mentoring as a long-term process focused on career growth and interpersonal skills, while coaching focuses on specific, time-bound skills and goals. Benefits include improved employee retention and skills, stronger company culture, and greater success. Effective programs require collaborative work environments, committed employees and managers, standard processes, and assessment of impact. Barriers can include poor matching, perceptions of favoritism, and unrealistic expectations. Overall, mentoring and coaching provide opportunities for employees and organizational benefits when implemented efficiently.
Developing the Coaching Skills of Your Managers and LeadersBizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss:
• Why coaching skills are important
• Traditional coaching models and how we can improve them
• Emerging principles and competencies for managers and leaders
• The difference between coaching and mentoring
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The document provides guidance on establishing effective mentor-protege relationships in the Navy. It defines mentoring and outlines Navy policy supporting mentoring. It discusses the benefits of mentoring for mentors, proteges and the Navy. It provides tips for finding a suitable match and establishing expectations through a written agreement. It also offers best practices for providing constructive feedback, managing conflicts and ensuring a collaborative relationship focused on the protege's development goals.
Successful Creative Communication for Investment Escalator @ London South Ban...Anna B Sexton
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The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant, and in-house training can also be arranged. The training organization, Petronomics, aims to provide industry expertise and inspire competence through its programs, research, and conferences.
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In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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4. The mentoring partnership is an
agreement between two people
sharing experiences and expertise
to help with personal and
professional growth.
5.
6. PHASE DEFINITION TURNINGPOINT
INITIATIONINITIATION Six month to a year Fantasies become concrete
expectation
CULTIVATIONCULTIVATION Period of two to five years Opportunities and
relationship becomes more
meaningful .
SEPERATIONSEPERATION - Significant change in the
relationship
- Emotional experience in the
relationship
Wants to put learning into
practice
RE-RE-
DEFINITIONDEFINITION
In definite period after the
separation
Stresses of separation
diminish and new
relationships are formed
7. • full opportunity to access the exciting and fulfilling career
spectrum available
• more informed decisions
• more confidence in decisions made
• fewer catastrophic mistakes
8.
9.
10.
11.
12.
13.
14. An approach to management - how one
carries out the role of being a
manager.
Is a set of skills for managing employee
performance to deliver results
Is a person to person technique – takes
place informally
15. To develop individual knowledge, skills
& attitudes
Is a skill of facilitating the learning, the
development & performance of
another person
21. MENTORMENTOR COACHCOACH BUDDYBUDDY
Line Manager
cannot be the
mentor
The line
manager can be
the coach
Line manager
normally
appoints B.
from amongst
his / her own
team
23. MENTORMENTOR COACHCOACH BUDDYBUDDY
Context within
which Learner’s
work is done i.e.
help person plan
& decide the
future
Content of work
to improve job
performance
Build
confidence of
learner, e.g.
know their way
around, who
does what
24. MENTORMENTOR COACHCOACH BUDDYBUDDY
Need not always
involve face to
face contact
Difficult to
achieve without
face to face
contact.
Must be face to
face, the two
people should
ideally work in
close proximity
25. MENTORMENTOR COACHCOACH BUDDYBUDDY
Persons better
prepared to
progress their
own
Development &
Career
Improved job
performance
Person has
completed
induction
successfully
26. Choose two very different approaches that a
manager could use for the following scenarios.
Indicate which approach you would use:
Editor's Notes
Mentoring is widely recognized today as an extremely beneficial career development tool.
Studies have shown that having a mentor is a top factor affecting a mentee’s success, career satisfaction, and whether they stay with an organization.
Mentoring for students increases [a] the likelihood of success and [b] the level of achievement.
We’ll talk about …
What is mentoring? What is it not? what does the mentoring process strive to achieve?
Reasonable and unreasonable expectations for both mentee and mentor
How does this process work?
How do we know whether we are successful? >>> or since this is a gradated, rather than binary, assessment, how do we assign success measures?
The ultimate metric is that the student progresses into a high level of career success.
But that is somewhat removed into the future. At a nearer term, we look for the students to graduate from their selected SMET program.
Even that is in the future for students earlier in their college careers; so, a more pragmatic measure is that the student continues in his or her SMET program.
For the mentor, the reward is the personal and professional satisfaction of contributing something valuable to the profession and to society.
a common definition of mentoring: process whereby hard-earned wisdom is passed on
a non-structured process >>> with guidelines, rather than rules
Plz read the notes for the explanation of the above
These are are highly responsible professions -- often impacting the lives of thousands of people.
Thus, SMET education is demanding, and students are held to the highest standards.
SMET is not for the faint-of-heart.
Just about everyone who goes through this process encounters doubts and uncertainty form time-to-time >>> why am I doing this to myself?
With a good mentor, there will be …
more informed decisions
more confidence in decisions that are made
fewer catastrophic mistakes
better shot at a full opportunity for the students to learn of the vast spectrum of exciting and fulfilling career opportunities -- and to position themselves for achievement
Most importantly, mentors need to have the desire to share what they have learned during their careers with their partner (the mentee).
Mentors must be willing to spend time with the mentee to develop a good working relationship that is trusting and honest. Nothing worthwhile is ever free.
How much time does it take? >>> How much time does it take to be a friend?
Good mentors will offer a “reality check” when necessary. It takes time and experience to develop an unerring sense of what is realistic -- in terms of, say, how many credits are enough; how much time is needed for “x”.
In a career position, the mentor would help the mentee to develop an Individual Career Development Plan. In an undergraduate academic setting, such a plan is likely to be less formal. The gist here is for the student to understand and appreciate the short term actions that lead to a long term goal. >>> Why do I take calculus? Or thermodynamics? Or statistics?
Mentors get a chance to pass on their successes, which can give great personal satisfaction.
Mentors get an opportunity to practice their interpersonal and management skills on an ongoing basis >>> which can help the mentor to refinehis or her career skills.
Mentors often become recognized as positive role models and are sometimes sought out by others.
Many mentors find that being in a mentoring partnership helps them expand their own horizons and keep them in touch with what’s going on at other levels of the organization.
Mentors often insist that they gain more from the mentoring partnership than their mentee does. >>> There is something to be said for “psychic income”.
Mentees must be willing to learn.
They must be able to accept constructive feedback.
Mentees must be willing to “stretch” to try new things and take risks. Many say they achieved success because someone encouraged them to aim higher.
I can personally attest to this aspect. I would never have gone to graduate school had it not been for a mentor (in this case, my upper division advisor) who insisted that I had the capability to succeed in post-graduate engineering study. That action altered my entire career path -- for which I am eternally thankful.
They must be able to learn to identify short term and long range goals -- and to accept that those goals may change.
Every one of us is ultimately responsible for our own career. For students, … it is your career; it is your life; it is your education; you must be in command!
However, it can help tremendously to have someone to talk with who can provide a listening ear and share what they’ve learned about how to succeed -- organization, perspective, proportion, self-discipline, learning. Every now and again, it is more than just helpful.
Mentors can provide valuable direction and clarification at times when the mentee “can’t see the forest for the trees.”
Mentors can help the mentee figure out what they need to do to fill in the gaps between where they are now and where they want to be in the future.
Mentors can sometimes serve as “direction pointers” -- e.g., where does one find out what is it like to be a (fill in the blanks about a career choice).
The most valuable and important assets mentors contribute are a listening ear and a more developed perspective.