coaching, counseling, mentoring & future hrd managers
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COACHING, COUNSELING,
MENTORING, FUTURE HRDMANAGERS
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CONTENTS
Coaching,
Counseling
Mentoring, Future HRD Managers.
( PART OF UNIT-5)
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COACHING
Coaching, is the practice of supporting anindividual, referred to as the client or menteeor coachee, through the process of achievinga specific personal or professional result.
Coaching is one on one learning interventionbetween the employee (learner) & theimmediate supervisor (facilitator).
It is aimed at improving employeeperformance.
It involves treating employees as partners inachieving both personal & organizationalgoals.
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CHARACTERISTICS OFCOACHING
1. More Advantages & fewer disadvantages
2. Secondary learning
3. Continuous process
4. Real & instant work environment
5. Universal practices
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TYPES OF COACHING
1. CONCURRENT COACHING is an ongoingintervention wherein employees seek theguidance of their supervisor on the job to
resolve performance problems instantly.2. DEVELOPMENT COACHING:The employee
may be performing his duties effectively& reaching his assigned targets. But the
supervisor attempts to create adevelopmental blueprint for hisemployees by engaging them to thinkbeyond day-to-day routine work.
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CONTD..
3. PERFORMANCE IMPROVEMENT COACHINGinvolves one-on one helping relationshipbetween supervisor & the employee. This
approach is used when a performancedeficiency is noticed or the scope forfurther improvement is identified.
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BENEFITS OF COACHING
To the organization: reduced errors,improved quality, reduced wastage, bettercustomer & more cost savings.
To the employee: reduced work stress,improved performance, brighter careerprospects, enhanced pay, more jobsatisfaction & larger possibility of job
retention. To the supervisor: can get the things done
through subordinates easily, can reach histargets in quantitative & qualititative terms.
To the society: coaching process creates a
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COUNSELLING
Counselling is a process of
helping people to learn how to
solve certain interpersonal,
emotional & decisional
problems.
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CONTD...
It is the discussion of an employeesproblem that usually has anemotional content to it, in order to
help the employee cope with thesituation better.
Counselling involves talking with a
person in a way that helps thatperson solve a problem or helps tocreate conditions that will cause the
person to understand and/or improve
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EMPLOYEE COUNSELLING
Employee counselling is defined as adiscussion between
the supervisor/counsellor& the
employee/clientabout
the real or perceived performance deficiencyor job
related behaviour, the employeesperception of the
identified behaviour, the supervisors
involvement
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PARTICIPANTS INCOUNSELLING
Client/employee- is a person who needscounselling service.
Counsellor- is a person who seeks to improve
the clients performance. Counselling relationship is based on the
values of regard, respect, authenticity,empathy & rapport building.
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OBJECTIVES OFCOUNSELLING
1) Help in realizing full potential.
2) Help in understanding strengths & weaknesses.
3) Help in understanding the work behaviour better.
4) Provides an emphatic climate where a personcan discuss his tensions, conflicts, concerns &problems.
5)
Prepare action plans for improving a personsbehaviour & performance.
6) Increase a persons personal & inter-personaleffectiveness through prompt feedback about hisbehaviour.
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COUNSELLING PROCESS
STEP 1- Exploration
- Initiating
- Establishing rapport
- Listening, Observing &
Writing
STEP 2- Understanding
STEP 3- Action
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TYPES OF COUNSELLING
DIRECTIVE COUNSELLING: DirectiveCounselling is the process of listening to amembers problem, deciding with themember what should be done, & thenencouraging & motivating the person to do it.
NON-DIRECTIVE COUNSELLING: Non-directive counselling is the process of skillfully
listening to a counselee, encouraging theperson to explain problems, & helping him orher to understand those problems &determine courses of action.
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GUIDELINES FOR EFFECTIVECOUNSELLING
Train the counsellor
Plan & inform in advance.
Privacy & Transparency Stay focused
Be direct & honest
Maintain objectivity
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CONTD..
Listen attentively
Encourage disclosure
Write down the points Dont make promises
Confidentiality
Reinforce positive behaviour
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MENTORING
Mentorship refers to a personal developmentalrelationship in which a more experienced or moreknowledgeable person helps a less experiencedor less knowledgeable person.
"Mentoring" is a process that always involvescommunication and is relationship based, but itsprecise definition is elusive.
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CONTD...
Mentoring is a process for the informaltransmission of knowledge, social capital, andthe psychosocial support perceived by therecipient as relevant to work, career, orprofessional development; mentoring entailsinformal communication, usually face-to-faceand during a sustained period of time,between a person who is perceived to have
greater relevant knowledge, wisdom, orexperience (the mentor) and a person who isperceived to have less (the protg)".
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CONTD..
Mentoring is a tool that organizations can use tonurture and grow their people.
It can be an informal practice or a formalprogram.
Protgs observe, question, and explore.
Mentors demonstrate, explain and model.
An important element of the
mentoring relationship is
setting and facilitating clearly-defined
learning objectives.
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CHARACTERISTICS OF AGOOD MENTOR
1. A Desire To Help.
2. Have Had Positive Experiences.
3. Good Reputation For Developing Others.
4. Time & Energy.
5. Up-to-date Knowledge.
6. Learning Attitude.
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Characteristics of aSuccessful Protg
1. Believes that seeking help from seniors canenhance performance & personal effectiveness.
2. Motivated to learn from others experiences.
3. Willing to communicate authentically with thementor.
4. Readiness to accept feedback & act upon it.
5. Have a high sense of personal responsibility &commitment.
6. Knows when to ask for help
7. Committed to expanding their capabilities
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Benefits for the Mentor
Increased motivation;
Challenge;
New insights and perspectives; An opportunity for self-development;
Increased self-esteem & pleasure;
The opportunity to positively influencethe next generation;
Increased peer recognition; and
The o ortunit to im rove
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Benefits for Protgs
Improved self-confidence
Developing business expertise &
technical knowledge Challenge
Support and reassurance
Networking/partnership opportunities
Coaching and
Listening and reassurance.
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FUTURE HRD MANAGERS
This is competency era
This is also Competition era
HRD is needed everywhere It has role in
Starting times
Stabilizing business Growing
Facing storms
All times
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Four Classes of HRDManagers
Future CEOs and CAs
HRD Specialists
Personnel Specialists Subsystems Managers
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Future CEOs and CAs
CA = Change Agents
Totally business driven
Vision drivenThink strategically
Have cross functional exposure or
orientation Can balance short and long term
Balance systems and spirit
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HRD SPECIALISTS
Talented HRD Chiefs or HRDmanagers of excellence.
Good in systems andimplementation.
Lack cross functional orientation.
Good HRD Facilitators. Prefer to remain HRD
Facilitators.
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PERSONNEL SPECIALISTS
Formally Designated as HRD Managers buthave not grown fully into HRD
Administration, Personnel and IR driven
Not fully equipped with Training and ODskills or change management skills
Short term goal driven
Good second hand to CEOs
May lack professional preparation in HRD
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SUBSYSTEMS MANAGERS
Good at one or two subsystemsdesigning and implementation
Learnt from experience or groomedessentially into these
Are yet to acquire a holistic approach
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Where do we go from Here?
We need to understand changingscenario
We need to understand the changing
roles Understand opportunities
Understand SWOT and Act
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CONTD..
New Business Models will emerge
Implementation speed becomescritical
Product Innovations will increase
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FUTURE OF HR
Percentage of time people feelpositive emotions at work placedetermines the likelihood of their
stay Cheerfulness and Warmth spreads
most easily.
Research is needed
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HR Managers of Today
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HR ROLES OF TODAY
Recruitment
Industrial relations & Welfare
AdministrativeTransportation Management
Personnel Management and Policy
Formulation
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FUTURE HR MANAGER
Strategic Thinker
Leader
EntrepreneurTechnological Familiarity
Global Benchmarking
Initiative Visionary
All Rounder
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COMPETENCIES NEEDED
Global Networking
Technology Savvy
Fast Changing Entrepreneurial
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HRD ROLES OF FUTURE
Business Partner Strategist (people focused competitive
strategies)
Business driver (new businesses andopportunities)
Entrepreneur (financial, marketing, technologyparameters, cost controls, quality assurance)
Change and OD Facilitator Researcher
Diagnostician
Interventionist