The coaching and mentorship impacts determine the attained of desired organisational

results based on the evaluation of opportunities that promote the development of

employee skills and improvement of work performances. The following
recommendations are aligned to the organisational and L&D strategy to bring in the best
programme to support the employees.
i. Identifying leadership potential is one of the recommendations effective to
support the organisation's design of coaching and mentorship programme.
Leaders take a big responsibility in implementing coaching and mentorship. To
ensure that the programme is effective, the leaders should accommodate the
new roles and learn how to be coaches and mentors to support the employees.
The leaders are the individuals who should be fully involved in formalising the
coaching and mentorship programmes, which are very significant in supporting
other people’s capabilities.
ii. Creating an engaged workforce is a recommendation that will effectively
implement the coaching and mentorship programs within the organisation. An
engaged workforce supports accomplishments together, which employers should
look into while creating a coaching and mentorship program. Employers should
first concentrate on motivating employees. Creating change in organisations
becomes a strategic action that supports accommodation of the significant issues
supporting the new strategies to coaching and mentoring employees through
motivation and engagement.
iii. Organisational leaders should examine the learning and development
opportunities to ensure that the coaching and mentorship programme is
effectively designed. Creating an L&D culture is a clear path to acknowledging
how well employees associated with the available learning programmes.
Therefore, it would not shock the employees when employees decide to develop
relationships with the employees to improve their skills and capabilities.
iv. Professionals and stakeholders involved in providing coaching and mentorship
programmes must also be trained on how to act on feedback that they receive
from the employees. In addition, when the employees ask the coaches and
mentors for advice, they should be ready to offer the advice and ensure that they
keep the employees confident that they can easily share information and receive
advice that would help them manage their challenges and other personal issues.
The professionals taking coaching and mentorship positions should also learn to
share their personal experiences and obstacles to make the learning programme
successful. When organisations work with coaches willing to share their failures
and successes, they create learning opportunities that prepare the employees for
future roles and capabilities. Through this, the coaching and mentorship
programmes build resilience and insight to the learners, the coaches, and the
mentors.
v. Using the GROW model is a strategy effective to support the designing of the
coaching and mentorship programmes in the organisation. The model helps
identify the employees' and organisational goals, the current reality, the options
available to achieve the goal, and the actions to ensure that the goals are
successfully achieved. Organisations may also use the SMART tool to ensure
that all coaching and mentorship goals are specific, measurable, attainable,
 relevant and time-bound. These two models help the coaches and mentors
support learners by brainstorming ideas to manage issues that might affect their
capabilities to work.
vi. Organisations should provide different learning alternatives for the employees.
This means that an organisation should seek to identify coaches and mentors
from within and outside the organisation. The outcome is that learning from
external coaches and mentors provides opportunities for continuous
development and ensure that the learners get insight into new things and issues
that make the coaching programmes more exciting and supportive to people
learning. The learning sessions may also be one-on-one, and in some cases, the
programmes may be offered to employees as a group. These different coaching
sessions should be used to enhance the practical implementation of a coaching
and mentorship programme that supports employees' growth and learning.

When seeking to implement the identified recommendations in an organisation having

an ad hoc coaching and mentoring program, it is essential to note that the leadership
strengths highly determine their involvement in becoming leaders. Leaders should,
however, not work alone. They should involve other stakeholders who understand the
need to develop and advance the employees' skills and capabilities to perform. Working
together as a team enhances a coaching culture where the organisational strategy is
effectively attained. When discussing coaching, the team may identify areas of
weaknesses in the organisation and develop topics of interests that should be offered to
the employees during the coaching and mentorship programmes.
When employees fail to respond to coaching and mentorship programmes, the
employers, coaches, and mentors must thoroughly assess the employees' readiness to
participate in the coaching programme. This is precisely where the employers have to
identify employee motivating factors and create a platform where they facilitate the best
form of people engagement to the organisation and the other organisational strategies
and goals set to improve performance. This aspect helps determine the expected
outcomes after relationships have been developed between the coaches and coachee
and between the mentors and mentees. In this perspective, leaders should act as role
models to ensure that they become aware of the best alternative action to support the
employees.
Effective coaching and mentorship programmes are carried out when the parties are
fully involved in the learning process. Learning should not be left to the learners. Instead
of sharing information, the coaches and mentors may become aware of issues they
would not have known. Sharing information and receiving insights from learners does
not mean that the coaches and mentors have no skills; it means that they are willing t
work with others to create a culture where coaching and mentorship are valued to
supporting employees. The support given to employees translates to improved
organisational support, which enhances good performance and a good brand name for
the organisation.
The coaching and mentorship programme improves the nature of people involved in
accomodating changes. People professionals should take responsibility to support
people through the change process by determining the cause of actions that should be
taken to create people and organisational support. Changes should, however, not affect
the people values and the relationships that they have established in the workplace.
Therefore, there should be a link between the people professionals and the employees
to ensure that there is value creation to support the organisation and its people through
learning. Sometimes incorporating change amidst the busy work schedules seems to be
problematic. Such challenges should, however, not limit people from learning.
3.3 Providing support to coaching and mentorship in organisations
Organisations get the proper support in cases when they become fully involved in
managing the coaching process. Support starts by preparing the meeting between the
coach and the coachee. This is important as it helps in determining the relationships
between the coach and coachee. The goals and objectives of each party are realised in
the preparation stage. in some instances, when preparing for the process, either party
may not be fully involved in designing the process. This brings about challenges in
developing a coaching culture that effectively determines the kind of relationship
established.
Once the coach and the coachee are well prepared to be participants in the coaching
process, they get into a contract or agreement to discuss how the designed programme
would help the learner and the coach. Both parties assure each other of confidentiality
on personal matters that they would discuss throughout when they relate. The coach
and the learner agree on the period that they would be participating in the program.
These are considered formalities between the coach and the learner towards ensuring
that the process is successful.
The actual coaching is the kind of support that determines the return on investment
based on evaluating the different means through which the learners acquire the skills,
capability, knowledge and insight that help them become better performers. The coach
engages in conversations with the coachee to ensure that they relate well. Questions
are asked and answers provided in this stage of developing the coaching programme.
The coach identifies and evaluates the caching outcomes to determine whether they
have successfully been achieved to support both parties. The designed coaching
programme is used to evaluate results against the expected outcomes. In this stage, the
coach and mentor tend to identify possible gaps that might limit the learners from
achieving the desired results. After identifying the gaps, the development goals and
objectives becomes a crucial issue to participants, and these help determine the
success of the designed programme.
There is a need to evaluate and monitor the effectiveness of the coaching and
mentoring programme in the organisation. Feedback obtained from the coachee to the
coach and from the coach seeks to find out whether there has been a transition and an
impact made after implementing the designed programme. Leaders and managers in
organisations use the feedback to improve on future coaching and mentorship
programmes. Coaches and mentors have to be fully aware of whether they would need
to improve the programmes in the future, identify areas of change and acknowledge the
different issues they should accommodate to make the coaching and mentorship
process successful.
Providing support also involves identifying the benefits that each party involved in
designing the programme relates to for success. Coaches and mentors, and learners
take steps towards ensuring that they achieve their career goals and become more
reliant on what they do to support the organisation. They also seek to evaluate their
personal growth, development, and achievement of organisational objectives. Leaders
who are learning to be coaches gain more confidence after completing the coaching
process. This is because they develop a platform where they influence, inspire,
motivate, and direct other people towards progress. Coaches also get to develop their
communications and interpersonal skills. Learners develop their skills to perform
organisational tasks and complete different roles. They learn how to communicate and
become more accountable for their actions. According to Parsloe and Leedham (2016),
the coaching process after it is developed should benefit the coach, mentor, and
learners.
The significance of supporting organisations through developing a coaching and
mentorship program is that the activity becomes part and parcel of developing
employee well-being. Employees learn the significance of having a work-life balance for
improved employee and employer relationships. Through a well-designed coaching and
mentorship programme, the employees learn to share issues, and in the process, they
express their issues and concerns. Listening to employees' voice is a contributing factor
to providing organisational support towards overall organisational success.
Through the people professionals, the human Resource Department work in support
with other departmental professionals to support the organisations through the
designing of the coaching and mentorship program. The contributions of each
professional determine the actions to be taken to support the organisation and its
people.