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Talent Management, Coaching and Mentoring

Sarah Willson, BSN, MBA, CHPNA

TalentManagement:GettingStarted

Talent management is essential to the success of any organization. Leaders need to recruit, train, and retain qualified colleagues. Providing incenti es and de eloping indi id als is

Mymainjobwasdevelopingtalent.

JackWelch

incentives and developing individuals is the difference between engaging people and merely employing them. Investing in talent management will provide financial benefits as it improves the company’s culture. 

WorkshopObjectives

ImproveDefine talent 

Colleague engagement

Improve colleague retention

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DefiningTalent

All talent is not artistic. Talent is any ability or skill at which a person is successful. It is important for leaders of organizations to find and develop

Areallygreattalentfindsitshappinessinexecution.

Goetheof organizations to find and develop talented colleagues. Colleagues who have the specific skill sets that the company requires are profitable and help drive the business forward. 

Goethe

WhatIsTalentManagement?

Assess Recruit

Develop Coordinate

TypesofTalent

Innovator

Visionary

Practical

Relationship Expert

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SkillsandKnowledgeDefined

Knowledge Skills come 

withg

comes from education

with experience and training

UnderstandingTalentManagement

Talent management takes hard work and dedication. It is not enough to recruit qualified candidates. Successful talent management retains the best colleag es The goal of talent

Motivationwillalmostalwaysbeatmeretalent.

Anonymous

colleagues. The goal of talent management is to have a skilled workforce and a complete succession plan without any destructive gaps that would cost the company if an colleague were lost.

Guidelines

Recruitment Retention 

Job description

Sources

Incentives

Work/Life balance

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Importance&Benefits

Reduces turnover

Increases productivity

Engages colleagues

Challenges

Money to invest

Support from executives

Competition with other companies

KeyElementstoDevelopingaWinningStrategy

Strategic Goals: Focus on talent management

Colleague Involvement: Talent management policymanagement policy

Communication: Expectations and provide feedback

Assessment: Make changes where necessary

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HowtoKeepYourColleaguesMotivated

Lead by example

Reward colleaguesReward colleagues

Delegate

Celebrate

Engagement

Implementing any business plan requires managers to engage colleagues. The Gallup Report indicates that engaged colleagues are

Thevisionisreallyaboutempoweringworkers.

BillGates

indicates that engaged colleagues are more productive and have more company loyalty. Colleague engagement is an important part of talent management. 

ColleagueEngagement

Know what their job requires

Have the tools neededHave the tools needed

Voice in the company

Opportunities to advance

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GeneratingEngagement

Motivate colleagues:

Direct colleaguesg

Develop colleagues

Make opportunities available

Influences

Better productivity

Take ownership

Improved talent pool

CoachingandMentoring:GettingStarted

This workshop focuses on how to better coach your colleagues to higher performance.  Coaching is a process of relationship building and setting goals. An 

Whatmakesagoodcoach?Completededication.

GeorgeHalas

easy‐to‐understand coaching model taught in this workshop will guide you through the process. 

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WorkshopObjectives

Define S t O

coaching and 

mentoring

Set appropriate 

goals

Build and foster trust

Overcome common obstacles

DefiningCoachingandMentoring

The goal of this module is to define both concepts and introduce a coaching model that will allow you to focus on improving performance Let

Weareallcapableofchangeandgrowth;wejustneedtoknowwheretobegin.

BlaineLeefocus on improving performance. Let us begin by defining what coaching is.

WhatisCoaching?

Trainer

Instructor

Tutor

Focus on one or two skills at a time

Their interaction is planned and structured

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WhatisMentoring?

Guiding Counseling

SupportingDifferent from 

coaching

IntroducingtheG.R.O.W.Model

Goal setting

Reality checky

Options developed

Wrap it up with a plan

SettingGoals

This module will discuss setting goalswith an easy‐to‐remember technique.  This is the first component or the “G” of the GROW

Ifyoudon’tknowwhereyouaregoing,youwillprobablyendupsomewhereelse.

LawrenceJ.component or the  G  of the GROW method of coaching.  Let us explore what this is and how to develop it.   

Peter

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GoalsintheContextofGROW

Starting in the right direction

Coaching time is more efficientg

Plan ahead and prepare targeted questions

Direct and avoids meandering

IdentifyingAppropriateGoalAreas

Where are you in relation to those goals?

What goals are you working on right now?

How will you know you reached that goal?

What do you think is keeping you from reaching this goal?

SettingSMARTGoals

Specific

Measurable

Attainable

Realistic

Timely

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UnderstandingtheRealities

In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey.  Examining the 

Realityisthatwhich,whenyoustopbelievinginit,doesn’tgoaway.

PhilipK.Dick

g j y gcurrent realities is the second component or the “R” of the GROW model.

GettingaPictureofWhereYouAre

What is happening now?

How often is this happening?pp g

When does it happen?

What is the affect?

IdentifyingObstacles

Identify the obstacle

Antidote given

Root out the cause

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ExploringthePast

Goals that were met

Great behaviors

Great attitudes

Problems solved

DevelopingOptions

This module discusses how to explore options that will enable your colleague to move towards the goal that was set before them This is the

Whenapersonactswithoutknowledgeofwhathethinks,feels,needs,orwants,hedoesnotyethavetheoptionofchoosingtoactdifferently.

Clarkethat was set before them.  This is the next component or the “O” in the GROW model.

ClarkeMoustakas

IdentifyingPaths

Buy‐in by your colleague

Innovation more creativity isInnovation, more creativity is possible when two work at it

Growth, the options developed will have more meaning

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ChoosingYourFinalApproach

Does this option build new supporting skills?

D hi i hDoes this option meet the time requirement of the goal?

Is this option measurable?

StructuringaPlan

What are you going to do:

Tomorrow?Two 

weeks?Thirty days?

WrappingitAllUp

In this module, you are going to learn how to finalize your colleague’s plan in a way that motivates them to take action immediately Wrapping up the

Agoodplantodayisbetterthanaperfectplantomorrow.

ChineseProverb

action immediately.  Wrapping up the coaching session is the final component or the “W” in the GROW model to coaching.

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CreatingtheFinalPlan

Learn Apply Measure Assess

IdentifyingtheFirstStep

Colleague feels valued with the investment

Helps to foster a better working relationshipp g p

You give a chance for a role model to become a mentor to your colleague 

New skills learned could be shared with other colleagues

GettingMotivated

Be consistent

Be respectful

Be caring

Be flexible

Be a cheerleader

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TheImportanceofTrust

This module discusses the meaning of trust, its relationship to coaching and building trust. Building trust must be a sincere desire in you It

Withouttrust,wordsbecomethehollowsoundofawoodengong.Withtrust,wordsbecomelifeitself.

must be a sincere desire in you. It requires an investment in time and emotion. Anything less will not foster a trusting relationship between you and your colleague. First let us begin by defining what trust is.  

Anonymous

WhatisTrust?

Built over time

Reliance in you by being 

fair

Truthful

TrustandCoaching

Don’t

Degrading

Ostracizing Don t be a DOPE Punishing 

Evaluating 

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BuildingTrust

Always respect your colleagues

Keep things confidential

Keep your promises

Tell them you believe in them

ProvidingFeedback

Understanding how to structure feedback is essential in balancing trust with the need to discuss desired and undesired behaviors with your

I’velearnedthatmistakescanoftenbeasgoodateacherassuccess.

JackWelch

and undesired behaviors with your colleague. In this module, you are going to learn techniques for delivering feedback well. Let us begin.  

TheFeedbackSandwich

Praise

Opportunity for growth

Praise

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ProvidingConstructiveCriticism

Avoid addressing multiple issues

Focus on being timelyFocus on being timely

Focus on observable actions or behavior

Focus on a plan to change the behavior

EncouragingGrowthandDevelopment

Develop a peer mentorship process

Use your internal training departmenty g p

Send your colleague on lend to another department

Send your colleagues to seminars if your budget allows

OvercomingRoadblocks

In this module, we will discuss ways to overcoming roadblocks. Some of the things you will learn are identifying common roadblocks re‐

Obstaclesarethosefrightfulthingsyouseewhenyoutakeyoureyesoffyourgoal.

HenryFord

identifying common roadblocks reevaluate goals and focus on progress. Roadblocks are not dead ends. They are warning signs that will help you identify when you need to intervene and get your colleague back on track.   

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CommonObstacles

Lack of confidence in coaching

Fear of confrontation

Fear of failure in coaching

Afraid colleague will not respond

Re‐evaluatingGoals

Revisit the starting point

D i h h bDetermine what has been accomplished

Review the amount of time left

FocusingonProgress

Increased communication

Build trustIncrease 

motivation

Goal is reachedBuild good 

relationship with your colleague

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ReachingtheEnd

In this module, you will learn to recognize success, transition your colleague from this coaching goal to another and wrapping it up Let us

Thereasongoalsarenotreachedisthatwespendtimedoingsecondthingsfirst.

RobertJ.McKain

another and wrapping it up. Let us begin by discussing how to know when you have achieved success.  

HowtoKnowWhenYou’veAchievedSuccess

Review the goals and compare them 

Review the progressp g

List the behaviors

Strengths and weaknesses

TransitioningtheCoach

Overview of accomplishments given

Verify your colleague agrees

Engage the colleague with the next level of development

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WrappingitAllUp

Transition the colleague

Organize all of your coaching documents

Your overall assessment

List of positive behaviors

List of achievements

HowMentoringDiffersfromCoaching

In this module, you are going to learn the practical differences and blend the two for a balanced development program. In addition, we will discover how to integrate the GROW module 

Mentoringisabraintopick,aneartolisten,andapushintherightdirection.

JohnCrosby

how to integrate the GROW modulewhen you are mentoring your colleague and finally, you will learn how to focus more on building relationships. Let us start by comparing the practical differences between coaching and mentoring. 

TheBasicDifferences

• Interaction is usually not voluntary

• The focus is on a particular job function

Coaching

• Interaction is usually voluntary

• Career development is the overall goal

Mentoring

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BlendingtheTwoModels

Increased flexibility

Allows you to supervise your colleaguey p y g

Your colleague will feel more empowered

Greater satisfaction for both you and your colleague

AdaptingtheGROWModelforMentoring

What are your career goals?

Where are you in relation to your career goal?goal? 

What are activities you think will help?

How do you want to go about this? 

FocusingontheRelationship

Demonstrate caring by listening

Demonstrate understanding by acknowledging and 

empathizingempathizing

Demonstrate listening by giving your undivided 

attention

Demonstrate respect by keeping the relationship professional

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WrappingitUp

This is the last module of today’s session. We have learned many things about coaching. Implementing what you have learned today immediately is the best a to start changing o r

Thingsdonotchange;wechange.

HenryDavieThoreau

the best way to start changing your behavior. Remember that coaching is an equation that includes you. Your colleague will respond better if they see you are willing to change to help them reach higher performance.  

WordsfromtheWise

John Wooden

• If you're not making mistakes, then you're not doing anything. I'm positive that a doer makes mistakes.

• I don't wait for moods. You 

Pearl Buckaccomplish nothing if you do that. Your mind must know it has got to get down to earth.

Warren Buffett

• I don't look to jump over 7‐foot bars. I look around for 1‐foot bars that I can step over.