5 Developing Coaching and Mentoring
5DCM
Aim
Identify to stakeholders how coaching and mentoring (C&M) makes a valuable contribution to the management of talent.
Objective
To investigate both methods and present them to the senior management.
To investigate and identify the pros and cons of line manager involvement in C&M.
Present to stakeholders the various methods to identify and support an individual’s C&M needs.
Background
Henley Cross is a rehabilitation unit based in Henley, Oxfordshire which provides rehabilitation treatment to injured patients from the 3 Counties. The Unit consists of approximately 400 permanent staff of which 180 are non-clinical personnel and provides care to over 200 patients each week.
For some time HC has lacked any suitable development programme for the Medical Officers and Other Professions at the Unit, which has had a significant impact on the clinical delivery of the Unit. To rectify this so that we have a workforce with the very best possible mix of existing and future talent, at every level, in every location, it is essential that the talent management approaches and systems we use HC to recruit, motivate and develop people are fully inclusive. Therefore as part of the overall management of talent strategy this paper looks at the role that can be played by the introduction of a coaching and mentoring scheme.
CIPD defines talent management (TM) as:
‘The systematic attraction, identification, development, engagement/ retention and deployment of those individuals with high potential who are of particular value to an organisation, either in view of their high potential‟ for the future or because they are fulfilling business/ operation-critical roles.’
There are a variety of methods in order to facilitate the above, and in particular there is coaching and mentoring. Both of these methods have been utilised in some form over last few thousand years as Garvey (1988) notes the first indirect mention of mentoring is in
Aim
Identify to stakeholders how coaching and mentoring (C&M) makes a valuable contribution to the management of talent.
Objective
To investigate both methods and present them to the senior management.
To investigate and identify the pros and cons of line manager involvement in C&M.
Present to stakeholders the various methods to identify and support an individual’s C&M needs.
Background
Henley Cross is a rehabilitation unit based in Henley, Oxfordshire which provides rehabilitation treatment to injured patients from the 3 Counties. The Unit consists of approximately 400 permanent staff of which 180 are non-clinical personnel and provides care to over 200 patients each week.
For some time HC has lacked any suitable development programme for the Medical Officers and Other Professions at the Unit, which has had a significant impact on the clinical delivery of the Unit. To rectify this so that we have a workforce with the very best possible mix of existing and future talent, at every level, in every location, it is essential that the talent management approaches and systems we use HC to recruit, motivate and develop people are fully inclusive. Therefore as part of the overall management of talent strategy this paper looks at the role that can be played by the introduction of a coaching and mentoring scheme.
CIPD defines talent management (TM) as:
‘The systematic attraction, identification, development, engagement/ retention and deployment of those individuals with high potential who are of particular value to an organisation, either in view of their high potential‟ for the future or because they are fulfilling business/ operation-critical roles.’
There are a variety of methods in order to facilitate the above, and in particular there is coaching and mentoring. Both of these methods have been utilised in some form over last few thousand years as Garvey (1988) notes the first indirect mention of mentoring is in