3 identify potential mentors this step produces a

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3. Identify potential mentors :
4. Mentor-protégé matching:
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5. Orientation for mentors and protégés: The mentor and protégé are from different departments so that there are no direct reporting relationships involved. So before starting the mentoring relationship Coca-Cola Foods make an orientation for both mentors and protégé. 6. Contracting: A clear agreement is an essential foundation for a good mentoring relationship. The goal of the Coca-Cola Foods mentoring relationship are to help protégés understand the organization and their role in it better The emphasis on formal development and training programs in the organizations is declining in favour of the greater interest in approaches to on-the-job development worldwide. Consequently, coaching and mentoring are becoming increasingly popular as the most important on-the-job learning techniques. But it will be naïve to take coaching and mentoring as elixir to all the development related ailments. Rather, their success depends upon the needs and the culture of the organizations. 7. Periodic meetings to execute the plan: Most mentors and protégés meet for performance planning, coaching, and feedback sessions. Coca-Cola Foods views coaching as an interaction that enhances performance. By providing goals, techniques, opportunities to practice and feedback, the coach helps the person increase competence and the probability of success. The agreement that the coaching is valuable is the critical element. 8. Periodic reports: It is easy to evaluate the success of the mentoring programme if periodic status report submitted by Coca-Cola Foods mentors and protégés. Good rapport is also important because coaching and mentoring are powerful relationships that are open to abuse from both sides. The participants need to agree clear rules and boundaries before the process begins and stick to the same parameters throughout. Unless there is total trust, openness and commitment to confidentiality, the scheme will quite simply be unsuccessful. 9. Conclusion: 16 | P a g e
A mentoring relationship concludes when the items delineated in the initial agreement have been accomplished or when time or business or budget constraints prevent the relationships from continuing. A coaching style of management should be the adoption of a non- judgmental questioning method used to empower staff to reflect on their own actions and behaviour and therefore internalise any necessary changes. It is the opposite of the command

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