This workshop runs from 9.30 am to 4.30 pm either at the Holiday Inn in Oxford or a London location, please contact OCM Head Office for more details.
- Coaching and Mentoring- Practical Techniques for Developing Learning and Performance (3rd Edition 2016) – Parsloe and Leedham
- Managing Coaching at Work – Developing, evaluating and sustaining coaching in organizations (1st Edition 2011) – Keddy and Johnson
By the end of the workshop delegates will be able to:
- Recognise what an effective coaching and mentoring programme can look like in an organisation
- Select appropriate approaches to ensure a coaching and mentoring programme can evolve over time
- Build a business case for coaching and mentoring
- Introduce techniques for measuring impact
- Consider appropriate ethical aspects of coaching and mentoring
- Recognise the importance of contracting – between coaches and clients, and between the organisation and coaching providers
Overview of the Content
1. What might a coaching and mentoring programme look like?
Exploration of the different elements of a coaching and mentoring programme, as well as Peter Hawkins’ research into the evolution of a coaching culture
Discussion around the importance of linking the coaching and mentoring implementation to the organisation’s strategy, and having a clear implementation plan with important milestones. Also explores the importance of sponsorship.
2. Making the Business Case
How to make the case for coaching and mentoring, looking at the core elements of a business case
Managing and mitigating risks to programmes.
3. Evaluating and measuring impact
Discussion around the different facets of return on investment and return on expectations.
Introduction to and discussion of the RAM model (relevance, alignment and measurement) and comparison with Kirkpatrick
Introduction to measures, which can be used to assess the impact of a coaching and mentoring programme. Use of a case study to bring this to life and a group exercise to examine how they would make a business case for investment using the case study.
Coaching and mentoring ethics and the relevance for implementing a coaching and mentoring programme as a whole
Bringing in the EMCC Global Code of Ethics. Discussion of the key points, weaknesses within it and what it means in relation to coaching and mentoring programmes and how delegates could build it into their strategy.
Key principles in contracting from all points of view: coach and client and organisation
Contracting with a coach or coaching provider to ensure that the organisation’s objectives are well served by the coaching.