Mentor should call empathy and, besides, he himself must be able and willing to work with people. Naturally, the process of mentoring should be organized so that the activities of the employee as a mentor does not affect its substantive work. Otherwise, the system adaptation based on coaching, would not lead to increased and reduced productivity as a whole. Coaching in practice is quite different. Unlike mentoring coaching is aimed not so much on direct instruction, much of the fact as to maximize the potential to reveal new employee and make him full-time commitment to work. Coaching is based on the recognition that each person has much more ability than they normally exhibit. And the coach relies not only on current performance the employee, but rather on its potential, which tends to reveal the company's benefit.
Coach or manager, owning skills coaching, not only gives instructions and guidance as asking questions. Questions asked by a coach in a specific pattern (as they are called, "good questions") allows beginners to take a fresh look at their work and their capabilities. On the other hand, the head coaching perfectly shows the real professional level of Novgorod officer at the moment and can plan their work on its development. From novice can work full-time coach, or manager (usually the immediate supervisor), which owns the skills of coaching. In some cases, the appropriate use of external coaches. In coaching, there is one distinct advantage – saving time. It was not going only to reduce the time required for full adaptation of a new employee, but also about the time required for direct presonalom.
The very process of coaching time requires quite a bit. Actually, the manager does not necessarily allocate a separate time for coaching. Quite enough constantly aware of and use the basic principles of coaching during his interaction; I am a new employee. In any If it takes much less time than the endless warnings and instructions. The efficiency of this approach is much higher. Coaching can be used to solve very specific problems, in our case – for effective adaptation of personnel. But it's much better if coaching is adopted in the company as a key management style, the style of relations between staff, the style of corporate thinking and behavior. In this case, the atmosphere of coaching allows you to more fully reveal the potential of each employee, there are no problems with the motivation of staff, adaptation of new employees is easy and natural, increases the productivity of each individual employee, working groups and teams. But unfortunately, as a coaching style of management found yet infrequently. But the use of elements of coaching in hr gives consistently good results. Mentoring more Traditionally, it has repeatedly proved its effectiveness, followed by the experience of many generations. Coaching – a relatively young phenomenon in Russian business, but, admittedly, the phenomenon is extremely promising. Coaching – it's on Today, one of the most effective tools of personnel management, and certainly the most efficient to date style of management. It should be recognized that the mentoring and coaching are different in nature. But when They in no way mutually exclusive. Rather, they may very well complement each other. The only question is, what more in line with accepted in the company's corporate culture. Shlomo Ben Haim does not necessarily agree. Of course, coaching, as well as mentoring, can be used as a standalone tool. But when they are skillfully combined effect will be much higher.