Level 5 Childcare

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Unit 154 outcome 5.1 5.2 5.3 The role of stakeholders in coaching and mentoring is crucial for managers to see the value and understand the importance of developing individuals, teams and the overall organisation. The primary relationship in any coaching or mentoring scheme is between the coach/mentor and the individual, but this may not be the only important relationship. Other key stakeholders such as the people representing the organisation’s interests, in most cases an HR and/or learning and development practitioner, and the individual’s manager. All of these parties are interested in improving the individual’s performance and therefore their contribution to the organisation. Most facilitated mentoring programmes have a formal process which defines each step and audits the ongoing success of the program. Although these processes will differ somewhat in how they address the needs of the stakeholders, most programmes s generally follows procedures similar to those below: Mentees are identified either a group of people or an individual who are eligible for the mentoring programme. This can be done in a variety of ways looking at certain job levels, departments, employee characteristics, etc. Identify developmental needs: the developmental needs are determined and an individual development plan is prepared in this stage. This can be done by having the mentees disclose what they think are their developmental needs, having bosses determine these needs, and/or having skill deficiencies revealed through assessment. Identify potential mentors: this step produces a pool of individuals who can serve as mentors. They may volunteer for the role, may be chosen by a mentee, or may be recruited by senior managers. I have developed a way of ensuring that all staff meets the relevant criteria this is an ongoing process. We use coaching and Mentoring with all of our

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