1. Mentoring & coaching Tosha Sweat AET/560 November 30, 2015
Christine Nortz

2. Key Elements of a Mentor/Coach Trusting relationship
Efficient evaluation of those to be coached
Thorough understanding of the coaching cycle and the needs of those to be coached
Provide effective training tools, visual aides, learning scenarios
Follow-up with additional training/meetings as needed
What does it mean to be a mentor or coach in the workplace? What are the expectations of an effective coach or mentor? Regardless of the workplace environment, and above all other requirements, a coach is expected to establish a trusting relationship with those he is guiding.
Following the coaching cycle, a coach needs to efficiently evaluate those to be coached and gain a thorough understanding of their needs. With any program, the coach must provide effective training tools, visual aides and learning scenarios to aide in employee understanding and retention of the skills and behaviors being taught. Additionally, coaches and mentors must schedule routine follow-up meetings and training sessions as needed, to ensure thorough comprehension and workplace application.

3. Workplace effectiveness
Employee Retention
Company Realignment
Redesigning change processes
Effective coaching leads to increased employee retention, a more streamlined company realignment, and can be applied when redesigning the company’s change processes. How exactly does effective employee coaching and mentoring assist in these areas?

4. Employee Retention Effective coaching improves employee
understanding and ability to perform
effectively in the workplace
Time spent coaching employees
improves relationships, trust, engagement
and employee satisfaction
An engaging environment is more appealing to employees and reinstates their value in the workplace
Effective coaching improves the understanding of the employees and their ability to perform effectively in the workplace. When coaches initiate training time, meetings and opportunities to engage the employees they are strengthening employee relationships, trust and satisfaction. An engaging environment is more appealing to the employees and reinstates their value in the workplace.

5. Company realignment
An understanding of the roles and responsibilities along with the
level of training received will aide employers in employee assignment, realigning the positions and assessing the areas in need of improvement
Turnaround time when implementing new routines, procedures or
employee responsibilities are decreased when employees are
properly mentored and have a solid and reliable team of mentors and coaches for guidance
When employers and coaches know their employees and know that they have been trained properly, the employees understand their own roles and responsibilities better. When employers need to reassign or realign the employees or reassess areas in need of improvement, having effective trained and mentored employees smooths the process and reduces turnaround time. Many times employees are given new routines, procedures or responsibilities. Knowing that they have a solid and reliable team of mentors and coaches for guidance provides them with the confidence they need to succeed.

6. REDESIGNING CHANGE PROCESSES
Coaches, mentors and supervisors provide a level of influence for their employees that far exceeds that of anyone else in the workplace.
When employees see that the supervisors and mentors are receptive to the change process, they are more likely to comply and follow suit.
When supervisors and mentors accept the change process, it generally means they have a thorough understanding; an understanding they can then share with their employees. This knowledge enables them to guide and train the employees for a more effective transition.
When a business needs to redesign their change process, the role of a coach or mentor becomes exceptionally vital. Coaches, mentors and supervisors provide a level of influence for their employees that far exceeds that of anyone else in the workplace. When employees see that the supervisors and mentors are receptive to the change process, they are more likely to comply and follow suit. When supervisors and mentors accepted the change process, it generally means they have a thorough understanding; an understanding they can then share with their employees. This knowledge enables them to guide and train the employees for a more effective transition.

7. Workplace Applicability
Poor customer service skills when improperly trained to handle customer complaints
Who should they direct complaints to?
Who can they ask for help?
How can they calm the customer?
In real world scenarios, customer service skills are imperative to the success of the company. In many situations, employees are ill trained and unprepared to handle customer service skills. In situations requiring above average attention and service, when an employee is untrained, the customer develops a negative opinion of the employee and the company itself. A properly trained employee knows how to diffuse the situation, direct the customer to the appropriate channels for resolution, and make the customer feel valued and that their complaints are relevant. Employees with proper coaching can handle this and improve the status of the company. They are more likely to be retained for longevity and be trusted to handle various situations. In the event that there is improper handling of a situation like this, I would need to address the employee to train and remedy the situation.
For many employees, their lack of training is not of their own fault. As a mentor, I would address the positive angles the employee took in the situation and make sure that they were shown appreciation for their work. I would then follow up the praise by offering one-on-one role play training to set an example for proper customer service procedures. By personally providing this training and showing them I am willing to dedicate time to their improvement, I am establishing trust, loyalty, and pride between us. Depending on the enthusiasm and comprehension of the employee, I can offer periodic shadowing and follow-up meetings to address any concerns or potential complications in their environment.