1 Understand the benefits of coaching and mentoring practitioners in health and social care or children and young people’s settings 1.1 Analyse the differences between coaching and mentoring 1.2 Explain circumstances when coaching would be an appropriate method of supporting learning at work 1.3 Explain circumstances when mentoring would be an appropriate method of supporting learning at work 1.4 Explain how coaching and mentoring complement other methods of supporting learning 1.5 Analyse how coaching and mentoring at work can promote the business objectives of the work setting 1.6 Evaluate the management implications of supporting coaching and mentoring in the work setting 1.7 Explain how coaching and mentoring in the work setting can contribute to a learning culture 1.8 Explain the importance of meeting the learning needs of coaches and mentors 2 Be able to promote coaching and mentoring of practitioners in health and social care or children and young people’s settings
2.1 Promote the benefits of coaching and mentoring in the work setting 2.2 Support practitioners to identify learning needs where it would be appropriate to use coaching 2.3 Support practitioners to identify learning needs where it would be appropriate to use mentoring 2.4 Explain the different types of information, advice and guidance that can support learning in the work setting 2.5 Demonstrate a solutionfocused approach to promoting coaching and mentoring in the work setting 3 Be able to identify the coaching and mentoring needs of practitioners in health and social care or children and young people’s settings 3.1 Use different information sources to determine the coaching and mentoring needs of practitioners in the work setting 3.2 Plan coaching and mentoring activities
The Research paper on Coaching & Mentoring
... concerns. The Harvard Business Essentials, Coaching and Mentoring edition defines mentoring as support aim toward an individuals development ... which can be limited to, skill goals, learning goals and the actual plan. They believe ... Neff & James M. Cirtrin explain that setting proper expectations is on the of the most ... that they can delegate some of their work to an associate. For a mentor, it ...
4 Be able to implement coaching and mentoring activities in health and social care or children and young people’s settings 4.1 Support the implementation of coaching and mentoring activities 4.2 Select the most appropriate person to act as coach or mentor 4.3 Explain the support needs of those who are working with peers as coaches or mentors 4.4 Provide coaching in a work setting according to the agreed plan 4.5 Provide mentoring in a work setting according to the agreed plan 5 Be able to review the outcomes of coaching and mentoring in health and social care or children and young people’s settings 5.1 Review how the use of coaching and mentoring in the work setting has supported business objectives 5.2 Evaluate the impact of coaching and mentoring on practice 5.3 Develop plans to support the future development of coaching and mentoring in the work setting
