Mentoring and Coaching of Subordinates

Introduction
The changes in the organizational leadership structures and globalization as well have made most organizations to shift to mentoring and coaching as the best alternatives to training and development (Pelan, 2012). This has effectively been utilized especially in instances where leadership of the organization has to be developed slowly. Most organizations have invested heavily in mentoring and coaching as forms of developing the workforce (Pelan, 2012). The two concepts may be based on the same mission but are very different in terms of scope, goals, and even steps covered in each. The aim of this paper is to explore the similarities and differences between mentoring and coaching, strengths and weaknesses of each method
and the problems that are associated with each method. The paper will also discuss the some tools used in measuring an individual’s capacity to mentor or coach others giving clear and practical examples of organizations that have effectively mentored and coached their employees. Finally, the paper also explores the problems faced when undertaking mentoring and coaching activities in an organization.
Differences and Similarities between Mentoring and Coaching
Mentoring refers to the identification and nurturing of the potential of the whole person. Coaching can be seen as the process of encouraging the employees or subordinates to accept the tasks and responsibility for the betterment of their own performance, thus enabling them to have superior performance and treat them as partners in the achievement of set organizational goals (Bachkirova, Jackson, & Clutterbuck, 2011; Pelan, 2012). Through the process of coaching the manager is able to help the colleagues at work solve job related issues and increase performance through discussion and counseling procedures (Cheema & Syed, 2011). On the other hand, mentoring is the process where one person; presumably the manager (mentor) has the mandate of overseeing the career as well as development of a mentee or protégé besides he normal manager–subordinate relationship (Bachkirova et al., 2011). The mentor is more concerned with another person’s progress at work and helps them achieve their personal goals through facilitating psychological and career support (Pelan, 2012).
Coaching is task oriented in that it lays focus on concrete matters such as articulate communication, strategic thinking and effective management. These skills are only taught to the coachee by the coach (Bachkirova et al., 2011). On the other hand mentorship is relationship oriented in that its major goal is to create a safe environment where the protégé is able to share their mind on whatever issues they are facing in the institution that are affecting their professional and personal success (Bachkirova et al., 2011). The other difference between coaching and mentoring is that coaching is short term and mentoring long term. Coaches successfully involve themselves with the coachee for a short period of time that is divided into sessions. The coaching can however last as long as it is needed in the organization (Pelan, 2012). On the other hand mentoring requires a lot of time for both parties involved to meet their objectives. The partners have to learn about each other and thus build a climate where the mentee is free to share the real issues on the ground (Pelan, 2012). It is estimated that a well conducted mentorship program takes about one year.
They also differ based on the planning phase required. While coaching requires not the design phase, mentoring has to have the design phase (Pelan, 2012). Coaching is conducted rampantly on any topic; the coaching program can thus be changed as time progresses (Cheema & Syed, 2011). Mentors have to strategically define their purpose and scope prior to instituting mentoring (Pelan, 2012). The mentor has to create a timeline when the relationship between them and the mentee will be achieved, the specific mentoring models or approaches to be used, and the underlying guidelines that will guide the whole process (Cheema & Syed, 2011). Coaching is also structured being that the meetings have to be scheduled whereas mentoring can be facilitated through informal meetings and when the mentee calls for advice or support (Cheema & Syed, 2011).
Coaching is more focused on an individual or team contrary to mentoring that only focuses on the one on one process and relationship between the mentor and mentee (Pelan, 2012). The immediate manager of the coachee is plays an integral role in the process (Pelan, 2012). The manager provides the coach with feedback on the viable areas where the employee should be coached on (Pelan, 2012). This feedback forms the basis of structuring and scheduling the coaching program (Pelan, 2012). On the other hand the immediate manager of the protégé will be directly involved in offering suggestions to the employee on how best they can leverage on the mentoring experience (Cheema & Syed, 2011). However, the manager and the mentor have no any communication since the privacy of the employee is considered important in the process.
Proctor and Gamble is known as an organization that acknowledges coaching and mentoring for succession planning and leadership development (TEC, 2013). The company since institution of the two forms of development has received a lot of awards as the best company. The employees have sessions when they are assigned to external coaches and mentors (TEC, 2013). The employees who feel they need to be mentored are allowed to make necessary arrangements with the management for planning purposes (TEC, 2013). Time is also allocated so that there is no clash between the programs of the organization and the mentoring and coaching programs (TEC, 2013). The potential leaders are identified and mentored for succession planning in the organization.
Strengths and Weaknesses of Mentoring and Coaching
Strengths
There is much strength that comes in form of benefits of both methods of development in an organization (Ellinger, & Kim, 2014). First off, the new employees are able to be integrated into the culture of the company thus adapting to the environment effectively (Long, 2015). Secondly, mentoring and coaching enables organizational loyalty through creating a sense of job security that then leads to job satisfaction (Ellinger, & Kim, 2014). The employees are therefore committed and connected to the management thus the performance of both individuals and organization (Long, 2015). The employees are also able to have open communication thus positive work experience. As a result, the turnover rates and the costs of outsourcing are reduced and focused on retaining the employees.
The other strength of the mentoring and coaching is that it enables individual development of the less experienced and young employees so that they are up to speed and task (Long, 2015). This reduces the frustrations that otherwise would be experienced if the employees are not coached or mentored (Cheema & Syed, 2011). Lastly, mentoring and coaching also encourage the spirit of teamwork through making the employees feel part of the teams through solving the problems in working teams as well as identifying the strengths and weaknesses of each employee then effectively building on them to encourage teamwork (Long, 2015). The organizations are therefore able to capitalize on the resources available to keep the team functional and successful.
Weaknesses
The cost of implementing mentoring and coaching programs could be so expensive in the organization. Secondly, the time taken when mentoring and coaching the employees could be constructively used in the productivity of the organization (Joseph, 2015). In this case the organization is liable to incur losses (Joseph, 2015). The other weakness of mentoring and coaching is that the mentors and coaches may feel that the mentee’s and coachee’s pace is not good and thus get frustrated (Cheema & Syed, 2011). On the other hand the employees may also be frustrated when their personal goals are not being met by the program (Joseph, 2015). As a result other employees may also be influenced with this leading to resistance.
There are a variety of tools that are used to measure whether an individual is a mentor or coach. These are basically the skills that one has as well as the training and certification (Ellinger, & Kim, 2014). Most coaches and mentors have experience and are certified to do so in organizations (Pelan, 2012).  Pelan (2012) notes that coaches and mentors must be effective communicators, have leadership skills and qualities, be good listeners, have empathy, be goal oriented, open minded, enthusiasts, time keepers and have the ability to think critically.
Problems faced when coaching and mentoring
Like any other organizational practice that deals with human resource development, mentoring and coaching face a number of challenges and problems (Joseph, 2015). First off, the mentor may lack time especially if the time allocated for the sessions is not flexible as per the schedule of the mentor (Bachkirova et al., 2011). Secondly, there is also difficulty in coordinating programs with the organizational initiatives still in progress. Most of the employees may not have the chance to fully engage in the programs (Cheema & Syed, 2011). The bosses and the mentor especially if external could be having a clash on their role in the programs. The costs associated with instituting, planning and management of the programs could be too high for the management to sustain. This means that such programs risk stalling midway due to lack of financial and resource commitment of the organization (Cheema & Syed, 2011). The other problem is that the personal issues of the employees such as attitude are difficult to change. Lastly, the employees may resent especially if they suspect there is bias.
Conclusion
Mentoring and coaching remain to be one of the most discussed alternatives to frequent training and development. Most managers are shifting their focus to these two as methods of encouraging the workforce that is diversified and thus differs in individual needs. There are many differences as well as similarities of mentoring and coaching. Similarities come through the aims of the mentoring and coaching. The skills an individual has can be used as tools for measuring their effectiveness of being a mentor or coach to others. A number of strengths and weaknesses of both methods have been identified in the paper. Lastly, there are also problems associated with coaching and mentoring as has further been outlined in the paper.








References
Bachkirova, T., Jackson, P., & Clutterbuck, D. (2011). Coaching and mentoring supervision: Theory and practice. Maidenhead: Open University Press.
Cheema, F., & Syed, N. A. (2011). Prospects of Coaching & Mentoring as HRD Intervention in Pakistan: A Conceptual Study. Journal of Management and Social Sciences, 7(1), 27-37.
Ellinger, A. D., & Kim, S. (2014). Coaching and Human Resource Development Examining Relevant Theories, Coaching Genres, and Scales to Advance Research and Practice. Advances in Developing Human Resources, 16(2), 127-138.
Joseph, C. (2015). Advantages & Disadvantages of Mentoring | Chron.com. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-mentoring-10888.html
Long, N. (2015). Organizational Benefits of Coaching & Mentoring | Chron.com. Retrieved from http://smallbusiness.chron.com/organizational-benefits-coaching-mentoring-10077.html
Pelan, V. (2012, February). The Difference Between Mentoring and Coaching. Retrieved from http://people.cpp.com/rs/cpp/images/Mentoring_and_Coaching.pdf
TEC. (2013, September 23). CEO Coaching and Mentoring Australia - Procter & Gamble explain award-winning attitude to leadership. Retrieved from http://www.tec.com.au/resources/blog/september-2013/procter-gamble-explain-award-winning-attitude-to-leadership/