Mentoring and coaching are both processes for developing people, helping them learn, grow, change, and perform. Some use the words interchangeably.  Others see important differences in these two approaches and seek consciously to include both in the resources to foster development within their organizations.

At The Odyssey Group, Inc. we define mentoring as guiding another's learning and development through advising, teaching, coaching, and providing feedback. The goal of mentoring is to build a developmental relationship in which the mentor provides information and challenges to accelerate the other person's performance, increase capability, and guide career development.

Coaching is one of the tools that the mentor brings to the relationship. A coach facilitates the other person's learning, performance, development, and ability to change through increasing the person's awareness and responsibility. In other words, the coach helps others recognize what needs to occur and understand how to accomplish this.

Mentoring has long been considered an important aspect of executive development. Those identified as high potentials were often put in touch with a more senior executive who would coach, counsel, guide, and support the rising manager. Now this view of mentoring is broadening to include additional groups of employees.

The challenges of doing business in the midst of continuous, massive technological changes, shifting work values, and near-crisis in talent retention have led to a re-thinking of mentoring by many organizations. These organizations are including mentoring as a tool for knowledge management - holding the organization's wisdom as Baby Boomers retire.

Mentoring is also a tool for recruiting and retaining talent at a time when demographics (and recruiting statistics) show that there is still a shortage of key technical and leadership talent, as well as qualified entry-level workers. Unemployment is rising, but companies still need skilled people.

Coupled with this, employers must deal with an increasingly diverse workforce in which culture and language may serve as obstacles to immersion into the traditional workforce. And the trend continues that many workers entering the labor market lack basic employability skills. Too often poor work habits, inadequate communication skills, and have become vital tools for managing change, aligning individual and organizational goals, and maintaining a work force that is productive and committed.

Even though coaching is – in many people's minds – associated with feedback for performance improvement, the approach a coach uses is very different from feedback. The coach focuses on the other person's goals and realities and uses questions to help overcome obstacles and identify new courses of action.  The coach may be the individual's manager or team leader. It is equally likely, however, that the coach is a trusted peer or team member.

Since the tragic events of September 11, a new challenge faces all organizations. How can we help people work through their own and the country's uncertainty and maintain a level of contribution that fits their needs and the organization's needs? How can we as Human Resource professionals work to influence our organizations to concentrate efforts on both the human and financial sides of the equation?

Why mentoring and coaching?  Because we believe that mentoring and coaching processes can help in both the short and long term and can effect directly both sides of the equation.

Both of these processes involve people who are knowledgeable about the business and the competencies required and are willing and able to help others understand these in a more meaningful way.  One example is the organization that wants to change the way it does business; it has a new strategic plan and it needs people to implement it.  People will need to be coached on how to do that, perhaps by leaders who can act as coaches and may also become mentors.

Another example: the organization is changing its business; perhaps going from manufacturing to a focus on service.  The sales people are now selling a brand new product and one that is far less tangible.  The sales force will need to be coached on not only the new “product” but will need new skills to sell it.

Still another example: the economy is more uncertain than ever. How does the organization help people stay calm and productive when the signals are saying layoffs are imminent?  People need assurance but also the skills to maintain their employability. Who better to do that than mentors and coaches?

And another: in some cases, organizations are still worried about recruiting and retaining staff.  People need to know how valuable they are and will continue to be.  Will they stay if no one gives them a longer-term viewpoint?  Who better to give the answers then people who serve as mentors or coaches?

Perhaps the most real example: the organization directly impacted by the terror. How to keep people focused when they are scared? Coaches and mentors can be an enormous help, not with those traumatized to the point that they need to see a therapist, but for all who have a strong need to talk to someone who can listen to their concerns, empathize, and offer genuine reassurance.

The Odyssey Group works with our clients to design and develop processes that are unique to each organization. They are designed to meet your specific business needs. Our Mentoring and Coaching processes empower leaders, managers, and all associates to help the organization by helping its people. They provide the necessary skills both cognitive and affective to make this happen.

With all the financial concerns of organizations today, it is likely that the human side will be forgotten, or if not forgotten, put on a "back burner". We at The Odyssey Group believe that this may place an organization in peril for the future.  This is why we urge you as a Human Resource Professional to step out and work with your organization to keep the human and financial sides of the equation in balance.