ACCA BT Syllabus E. Personal Effectiveness and Communication in Business - Employee Effectiveness - Notes ^{3 / 4}

Mentoring is a process where one person offers help, guidance, advice and support to facilitate the learning or development of another.

It follows an open and evolving agenda and deals with a range of issues.

The mentoring process consists of three core activities, which set it apart from other developmental activities:

1. exchange of knowledge that is unique to a business, industry, profession or organisation

2. a sustained partnering relationship

3. measurable, beneficial outcomes for the individual parties involved and for the larger organisation.

A mentor is a guide, counsellor, tutor or trainer who:

• can give practical study support and advice

• can give technical, ethical and general business guidance

• can help with development of interpersonal and work skills

• is an impartial sounding board – no direct reporting responsibility

• is a role model who can help improve career goals.

Coaching

focuses on achieving specific objectives, usually within a preferred time period. 

It is more about improving the performance of someone who is already competent rather than establishing competency in the first place, or focusing on the task and ensuring that the learner gains competence.

1. It is usually on a one to one basis, is set in the everyday working situation and is a continuing activity.

2. It involves gently nudging people to improve their performance, to develop their skills and to increase their self confidence so that they can take more responsibility for their own work and develop their career prospects.

3. Most coaching is carried out by a more senior person, or manager. 

   What is essential is that the coach should have the qualities of expertise, judgement and experience that make it possible for the person coached to follow the guidance.

Counselling

can be defined as ‘a purposeful relationship in which one person helps another to help himself/herself’. 

It is a way of relating and responding to another person so that the person is helped to explore his/her thoughts, feelings and behaviour with the aim of reaching a clearer understanding. 

The clearer understanding may be of himself/herself or of a problem, or of the one in relation to the other.

The counsellor needs to be:

1. Observant 

   - There is a need to note behaviour, which may be symptomatic of a problem.

2. Sensitive 

   - There is a need to acknowledge and understand that another person’s beliefs and values may be different from their own (for example religious beliefs).

3. Empathetic 

   - There is a need to appreciate that the problem may seem overwhelming to the individual.

4. Impartial 

   - There is a need to remain impartial and refrain from giving advice.

5. Discreet 

   - There will be situations when an employee cannot be completely open unless they are sure that the comments they make will be treated with confidentiality.

Through active listening, the use of open questions and clarifications, the counsellor encourages reflection and help the client identify issues and solutions.

Counselling does not involve giving advice or making suggestions.

What advantages does counselling provide for the wider organisation?

It provides a means of understanding and addressing individual problems, which are very often not directly related to the workplace.

It also provides a confidential service for the employee to discuss problems without directly involving management.

Over the longer term, an organisation might develop counselling as part of its human resources policy, demonstrating a commitment to its employees beyond that normally expected.