Personalized Mentoring vs. Coaching: HR Strategies for Success

1 Brianna D Skipwith HRM-FPX 5070 Section 1 HR Challenge: Personalized Mentoring or Coaching February 16, 2024

2 To: HR Leadership Team From: Brianna Skipwith Subject: Personalized Mentoring or Coaching Date: 02/16/2024 Greetings! My customized mentoring and coaching programs for each of the people we previously discussed are included below. Joaquin : Considering that he is a new employee at CapraTek, mentoring would be beneficial. Even though Joaquin offers fresh insights to our financial management, as a recently hired worker just getting started, he is having trouble understanding the actions he must take to realize this goal of rising to the executive level within the organization. Mentees who have effective mentors are better able to comprehend their inner selves, including their emotions, strengths, weakness, values, aspirations, fears, and self-limiting beliefs (Rolfe, 2015). Although there are many various ways to mentor someone, the relationship benefits the employee by letting them benefit from the mentor’s expertise and prior experience. One of our senior managers would be the ideal candidate to serve as Joaquin’s mentor. They would effectively be able to assist Joaquin in taking the appropriate steps to attain the level within the firm that he desires because of their experience achieving that level within the corporation. Joaquin’s mentor would be to meet with him in order to assist him create goals and a clear course of action that must be followed in order to achieve them. Following this, frequent meetings would be scheduled to ensure he is proceeding in the right direction and to offer him support and encouragement along the way.

3 Steve : Steve has worked for CapraTek for a long time and has honed his talents there, particularly in the biotech sector. He wants to switch to a different skill set for his profession now that he’s back at the organization. Steve needs specialized training in the field of human resources since has goals for the future and understand where he wants to go. Because of this, Steve would be better served by coaching in order to accomplish his objectives. The notion of coaching has shifted to include personal development rather than the abilities and performance- focused approach (Raza et al., 2018). Steve is already familiar with the workings of the company and how to advance through the ranks. In fact, he would be better off with some self-directed Human Resources training classes and a Human Resources department professional to mentor him instead of someone teaching him skills. Because of this, Steve will be able to pursue his objectives and continue to grow as an independent person. To help him define objectives and take action, to periodically assess whether he is on track, and to support him with any particular challenges he encounters along the way, he would benefit from frequent coaching sessions. Mentoring and Coaching Best Practices  The goal of coaching is always to advance the person being coached.  Mentoring gives the mentee advice based on the mentor’s expertise, whereas coaching assists the coachee in discovering their own knowledge.  Coaching concentrates on enhancing performance.  Talk about your objectives and create a strategy with concrete steps to achieve them.  Frequent check-ins to assess the plan and provide updates on any victories or setbacks. Communication Strategy

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4 An organization’s ability to communicate is essential to its success. To keep everyone participating in the program’s implementation on the same page, communication is essential. In this situation, I would schedule a meeting with the immediate supervisor and each direct employee. I would define mentoring and coaching at our meeting and discuss why I think each would benefit from it. I would make sure to list the advantages for each supervisor as well as for each employee. I would like to ensure that all parties concerned are aware that the program we are putting in place for them is an opportunity for them to advance their career rather than a punishment of any kind. In order for everyone involved to understand the expectations of the mentoring or coaching program, it would also be crucial to spell out the action plan during this discussion. Benefits of Mentoring and Coaching Program Any company can gain from coaching and mentoring in a variety of ways. The company can anticipate a number of advantages, including a rise in employee morale, a rise in employee cross- training, and a decrease in employee turnover. The organization as a whole gains from the above described advantages in addition to the individuals receiving coaching or mentoring. If staff morale is high, the organization will thrive. It has been demonstrated that higher production is correlated with higher staff morale. By inviting current staff members to serve as coaches or mentors, you are fostering a sense of trust and leadership in them. Just this alone can boost morale and output among staff members. A decline in staff attrition rates in consistent with those observations (Eskandanian, 2019). Conclusion To sum up, let me remind you that the goal of this message is to outline the mentorship and/or coaching program that, based on our past discussion, I believe will be most appropriate for each

5 individual. “Establishing a mentoring environment at work enhances leader effectiveness, fosters trust and communication, and maximizes employee career potential” (Adubato, 2019). As the Human Resources leadership team, I trust you will find my suggestion for the programs execution to be suitable.

6 References Adubato, S. (2019). Coaching in the workplace . New Jersey Business, 65(9), 22. Eskandanian-Yee, C. (2019). How to maximize executive coaching for the future of your organization’s performance management . Talent Management Excellence Essentials. Raza, B., Moueed, A., & Ali, M. (2018). Impact of managerial coaching on employee thriving at work: The moderating role of perception of organizational politics . Journal of Business Strategies, 12(1), 87. Rolfe, A. (2015). Coaching and mentoring - What is the difference? Training & Development, 42(5), 12–13.

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5070- Assessment 3

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