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Coaching and Mentoring Programme
CPA’s Coaching and Mentoring Programme was developed in response to our clients wishing to provide additional support beyond the formal training event for teams and individuals who have specific needs that are best met on a one-to-one basis. The programme is offered as a ‘stand alone’ service or as an addition to the workshops in the CPA portfolio.
The Approach
The foundations of the programme are provided through our extensive knowledge and skills in the area of people development. From our Coaching for Performance workshops, CPA’s approach to this topic centres on the relationship between the mentor and the client. In most instances the client is represented by the person procuring the service (usually the manager) and the individual to be mentored. The relationship is therefore three-way. This means that before any mentoring can take place a clear contract is required to define for ALL parties.
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With this in place an outline programme is jointly developed, covering how, where and when the mentor and the individual will work together. In practice this will be a combination of face-to-face meetings and telephone discussion. In the early part of the programme the emphasis is on building trust and therefore the face-to-face meetings are given priority. As the programme develops the needs become clearer and may even change. It is therefore vital to adopt a flexible approach.
The Application
The initial mentoring session will focus on determining whether the individual is happy to work with the particular coach, as the nature of the relationship is crucial to the success of the process.
Secondly, the continuing sessions will work to understanding the individual's particular personal and work circumstances and determine the constraints which may apply, such as availability, time, money, personal blockages, lack of support etc. The next stage will be to develop and explore practical options that the individual can put into practice in the work environment and provide the basis for feedback and discussion at the follow up sessions.
In the follow up sessions progress is analysed and, if required, additional options are developed and actioned as before. Where appropriate the mentoring session may include knowledge transfer on the theories and models from the CPA portfolio.
As the programme evolves the mentor’s knowledge of the individual will obviously develop and will provide the foundations and opportunity for more detailed analysis.
In effect, the Mentor and Client will developing a strong trusting working relationship which will enable the individual to explore specific solutions that can meet their needs. Throughout the programme the Mentor will ensure a clear focus for each session as well as for the programme overall with the ultimate goal of developing self-sufficiency.
Managing the Costs
In terms of managing costs the programme is set along side a clear commercial framework where the ‘mentoring time’ is set out in half-day blocks and a set mentoring time is made available each month. A half-day block is made up from a face-to-face meeting or four telephone discussions. Unused ‘mentoring time’ credit can be rolled over or transferred to other members of the same organization. A monthly update on costs versus budget is provided on a monthly basis. Expenditure over and above the agreed budget is not undertaken without the express permission of the procuring manager.
The Benefits
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