1. Talent Development through Coaching & Mentoring presented by Pam Thomas MCICM, MITOL, PGCE

2. Coaching & Mentoring How can we grow our own credit professionals?
Business world is changing
Attracting and retaining talented people is key
More sophisticated skills and understanding is needed
Trend towards:
globalisation,
dependence on technology
diverse organisational structures
Leading to:
greater demand for employees with specific skills

3. 70: 20: 10: Learning model 70% of knowledge comes from doing the job
20% comes from ‘informal’ learning - observing others
10% comes from ‘formal’ training classes
Morgan McCall and his colleagues working at the Center for Creative Leadership (CCL) are usually credited with originating the 70:20:10 ratio.

4. Formal ‘class room’ based training is still effective and has it’s place!
We still need the typical ’10%’ activities:
Structured onboarding/induction program
Specific technical skill training
Soft skill training
Business simulation experiences
Interactive eLearning

5. What do you know about the 70: 20: 10 learning model?
Nothing
A little
My company uses it

6. If 10% is ‘formal 'learning - what about the other 90%?
Learning through 70
Experience 20
Informal learning through others 10
Formal learning

7. If 10% is ‘formal 'learning - what about the other 90%?
Learning through
Examples 70
Experience
Solving problems
Projects/assignments
Exposure to other depts
Developing work processes etc 20
Informal learning through others 10
Formal learning

8. If 10% is ‘formal 'learning - what about the other 90%?
Learning through
Examples 70
Experience
Solving problems
Projects/assignments
Exposure to other depts
Developing work processes etc 20
Informal learning through others
Mentoring
Coaching
Networking (internal & external)
Memberships & professional bodies 10
Formal learning
Workshops
Business School
Seminars/Master classes
Professional Development

9. Example using the model: Developing Team leader Competencies
70: Learn through Experience
Take on a ‘champion’ role e.g process excellence, system expert etc
Lead on a specific topic for the team
Represent your team on a project
Coach or mentor a colleague
Join a team meeting / work with another department e.g. sales
Develop solutions for a team issue
Research areas affecting the business e.g. industry related, legal matters, benchmarking

10. Example using the model: Developing Team leader Competencies
70: Learn through Experience
20: Learn through others
Take on a ‘champion’ role e.g process excellence, system expert etc
Lead on a specific topic for the team
Join a professional body e.g. ICTF(!), CICM or other local credit organisations
Represent your team on a project
Identify another person skilled in an area you need to develop (risk assessment, people management) spend time with them discussing/observing
Coach or mentor a colleague
Arrange to be Coached or Mentored
Join a team meeting / work with another department e.g. sales
Join Linkedin & find special interest groups relating to Credit
Develop solutions for a team issue
Arrange ‘lunch & learn’ sessions
Research areas affecting the business e.g. industry related, legal matters, benchmarking

11. Example using the model: Developing Team leader Competencies
70: Learn through Experience
20: Learn through others
10: Formal learning
Take on a ‘champion’ role e.g process excellence, system expert etc
Lead on a specific topic for the team
Join a professional body e.g. ICTF(!), CICM or other local credit organisations
Training courses: Management development, Leading & Managing people, Influencing & Negotiating, Communications, Legal proceedings
Represent your team on a project
Identify another person skilled in an area you need to develop (risk assessment, people management) spend time with them discussing/observing
Professional Qualifications: Specific Credit Management related: ICTF, CICM
Accounting: ACCA, CIMA
Coach or mentor a colleague
Arrange to be Coached or Mentored
Business School : MB, Masters
Join a team meeting / work with another department e.g. sales
Join Linkedin & find special interest groups relating to Credit
Develop solutions for a team issue
Arrange ‘lunch & learn’ sessions
Research areas affecting the business e.g. industry related, legal matters, benchmarking

12. Coaching & Mentoring What’s the difference?
Coaching and mentoring are not the same.
A mentor may coach, but a coach does not mentor.
Mentoring is “relational,” while
coaching is “functional.”
One thing they have in common is…….learning 4

13. Coaching is Functional & Task Orientated
“a process that enables learning and development to occur and performance to improve.” E. Parsloe, The Manager as Coach and Mentor (1999)
Use coaching when:
There is a need to upskill individuals /team
Performance issues occur
To reduce conflict with team members
To improve working relationships
There is a need to focus on achieving specific role related objectives
Very effective for short term or time bound development or issues

14. Mentoring is Relational & Long Term
"to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be." E. Parsloe, The Oxford School of Coaching & Mentoring
It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences
Mentor when:
Focus is on career, professional and personal development
The person will benefit from support and guidance from an experienced person or expert
It is an ongoing relationship and takes a long term / broader view
Can be informal

15. Who has a Coaching or Mentoring program in place to upskill their credit team?
Yes No
Don’t know

16. Coaching Versus Mentoring

17. Coaching Program : Real Example for Credit Analyst Upskill
Goal/Objective
Coaching Activities
For the Coach - Develop generic coaching skills which can be applied in many other business related situations
For Coach & Coachee -Improve commercial and business knowledge and develop a risk taking mindset
Overall - Provide formal coaching structure for onshore and offshore credit analysts to share knowledge
Encourage open dialogue and the opportunity to practice real life coaching in a safe environment

18. Coaching Program : Real Example for Credit Analyst Upskill
Goal/Objective
Coaching Activities
For the Coach - Develop generic coaching skills which can be applied in many other business related situations
For Coach & Coachee -Improve commercial and business knowledge and develop a risk taking mindset
Overall - Provide formal coaching structure for onshore and offshore credit analysts to share knowledge
Encourage open dialogue and the opportunity to practice real life coaching in a safe environment
Phase 1 – attend virtual training sessions (with professional external coach) to understand concept, parameters & roles. Learning style assessment undertaken. Time line set.
Phase 2 – Coaches & coachees assigned for 1 to 1 coaching sessions (to match the business). Criteria for credit assessment set by coaches

19. Coaching Program : Real Example for Credit Analyst Upskill
Goal/Objective
Coaching Activities
For the Coach - Develop generic coaching skills which can be applied in many other business related situations
For Coach & Coachee -Improve commercial and business knowledge and develop a risk taking mindset
Overall - Provide formal coaching structure for onshore and offshore credit analysts to share knowledge
Encourage open dialogue and the opportunity to practice real life coaching in a safe environment
Phase 1 – attend virtual training sessions (with professional external coach) to understand concept, parameters & roles. Learning style assessment undertaken. Time line set.
Phase 2 – Coaches & coachees assigned for 1 to 1 coaching sessions (to match the business). Criteria for credit assessment set by coaches
Phase 3 – Structure put in place to coach, give & receive feedback (with assistance from professional coach)
Phase 4 – Assignments (real life Credit assessment) set for coachees to practice skills
Phase 5 – Final assessment and presentation to Operational CM

20. Was it Successful? Program rolled out globally within organisation
Service Centres now responsible for higher value decisions on assessing customer credit worthiness
Coaches become more confident in their role
Value added management skills & tools
Increased confidence levels for credit analysts
Increased ‘talent’ bank
Sharing of knowledge improved business decisions and relationships

21. Want to know more about developing a Coaching or Mentoring program?
If you would like examples of how organisations have implemented a program…..
If you want to know more about proven benefits of this type of program….
Please come and talk to me!
Thanks for your interest

22. Presented by Pam Thomas Cognisant Training Ltd
Tel :
Mob: