Q. 1 How to be ready for developmental coaching?

(20)

Coaching is in fashion and depending upon your need; you may select the type of coaching that
is needed to sharpen your edge. The primary task of the coach is to ensure ongoing improvement
in your ability to respond to future events. Most of the organisations are now offering one or
other kind of coaching and its good to know which one is best suited for you.

Different types of coaching

While there are many variants in coaching and experts are divided too in their opinion too, we
can broadly classify it in three buckets of skill coaching, performance coaching, and
developmental coaching.
The end goals of skills coaching are to develop competencies in an individual. While the
performance coaching aims to sharpen more general applied capabilities in a particular
professional role. These two types of coaching are offered internally by the organisation, mostly
by the manager as a coach or by an internal resource.
Developmental coaching, in contrast, is focused on your long-term development as a whole, with
an aim to increase your broader human capacities. It is geared towards equipping you to make a
smooth transition to a higher level of functioning. Developmental coaching requires a more
substantial skill than the first two and is usually done by external parties.

Understanding developmental coaching?

The term developmental coaching is an umbrella term for coaching that aims to help individuals
at different periods during their lifespan. Potential clients for developmental coaching would
include those who have problems with their management style but are managing to keep their
jobs. At times, they may be highly successful too, but with serious flaws in management style,
for example poorly controlled anger. Theories and techniques developed in clinical psychology
and psychodynamic therapy are used in this mode of coaching mode. So in a nutshell
development coaching can be summarised in following pointers.

 It is holistic – addresses the whole person rather than only work-related goals.
 It addresses longstanding behaviour problems.
 It is for working through transitions during the lifespan.
 It aims to increase the broader human capacities of clients.
 A coach is a “thought partner” who assumes a non-directive approach.
 It is a more suitable approach for a better-trained external coach rather than for a manager
as a coach or an internal coach.

How to be ready for developmental coaching?

To completely benefit from developmental coaching, it is important to understand the concept of
organic change. The organic change is one that is fully grounded in your whole psyche and is not
just “a head” change.
In some way, it is a change that is already underway subconsciously and may not always be
registered by you. This shift is associated with your natural needs and requirements of the
situation. Non-organic change, on the other hand, is generated by the coachee and is based on
conscious desires rather than the needs of your whole psyche. When the change is not organic,
your may face resistance, regular setbacks or breaks in the coaching relationship, which could be
avoided if your working on the change that is organic in nature. At the heart of every
transformative conversation, lies an unseen force.
Understanding it gives you the keys to catalyze your clients’ growth. But without the right tools,
it’s nearly impossible to see.
Each person is, in their own way, subject to this unseen force. And it shapes how they see
themselves and the world. 
It determines the dilemmas they face, the dreams they deem impossible, and the pathways that
appear blocked at every turn. 
Just as the eye cannot see itself, your clients cannot see the window through which they see the
world — the beliefs, biases, and limits they never question because they take them for truth.
This is why the stories they tell themselves exert tremendous control over them. It’s why they get
stuck. Why part of them longs for something, but another part says it’s not possible, not
acceptable, not the way the world works. 
But what if you could make the invisible visible? 
What if you could reveal a new way of being for your clients? One that allows them to see and
understand the forces that have held them back, so they can move forward towards the deep
changes that truly matter to them.
What if you could grasp, on the deepest levels, why a conversation creates a profound shift in
one client, but falls flat with another?
What if you could know — intimately — a process at the heart of human change?
There is a body of work and wisdom, drawing upon decades of research that can answer these
questions.
 It is a rigorous map, developed by pioneering psychologists over five decades, that shows how
human beings actually grow and develop over their lifetime. And when you as a coach learn to
work from this approach, you can understand your clients in a profoundly new way.
This practice of developmental coaching can enable you to…
 Uncover the invisible meaning-making structures of your clients, so they feel deeply seen
and understood 
 Release your clients from the restrictive lenses through which they see and interact with the
world, so they can move towards the deep changes that matter to them
 Help your clients shift their entire worldview, freeing them to create their life and desires
This incredible body of work does something no other coaching methodology does — it shows
us how to purposely and compassionately evolve.

Q. 2 How to design a great mentoring program? (20)

Career success does not come easy. On the one hand is the uncertainty and ambiguity in the
business environment and the other has to do with employees having diverse aspirations.  It is
important that employees get the right impetus to grow professionally in this dynamic
landscape. 

According to one study, millennials are expected to make up 75 percent of the global workforce
by 2025. This means that millennials will make up a major chunk of tomorrow’s leaders, and
they must be prepared to help navigate the organizations in the right future direction. This is
possible only if younger employees learn the right things and learn them well; it is no surprise
that organizations are rethinking ways of learning to bring young leaders up to speed. One way is
to mentor young professionals, where senior leaders counsel and guide younger employees to
step up to success. 

How to Build a Mentoring Program? 

Mentoring programs need to be owned by business leaders and the HR function. An ideal
mentorship program constitutes the following steps: 
1. Defining the objectives: Mentorship programs can have multiple objectives- developing
future leaders, aiding retention, onboarding new hires, etc. HR and business should select the
right ones based on the business strategy. 

2. Identifying the right mentor-mentee pairs: The ideal mentor-mentee pair can work
wonders. Identifying pairs should account for interests and aspirations. Mentors should use
insights about their junior employees to help identify the right mentee. 

3. Inculcate training: Business leaders who seek to be mentors must undergo training to enable
them to understand best practices, including learning on how to handle difficult conversations
and feedback. 

4. Communicate: At the outset, and on an ongoing basis, mentors should set the right
expectations with their mentees so that mentees know what to expect. 

5. Evaluate continuously: Tracking and ensuring that the right KPIs and improvement areas are
being focused on is part of ensuring that the mentorship journey is successful. 

But merely following the process is not enough, business leaders should reflect about the
personality type and characteristics of their mentee and then identify the right support.

Types of mentoring programs

While the above framework ensures a great mentorship process, it is important that business
leaders select the right mentorship type to make the mentorship relationship and outcomes highly
effective. Here are some primary mentorship-types to consider taking up: 

1. Career mentoring: Business leaders must assess mentees’ career aspirations and aim to align
them with the organization’s goals. Career-development guidance can go a long way in helping
young professionals step up the career ladder. It also helps younger employees develop new
skills and feel a sense of belongingness with the organization.

 2. High potential employee mentoring: Once organizations identify high potentials (HiPos),

they must invest in them differently; these are, after all, the future leaders of the organization.
Business mentors must focus on exposing HiPos to different areas of the business, develop their
leadership skills and provide them new and exciting career opportunities. 
3. Mentoring for under-represented groups: Minority employees face challenges that
conventional employees may not. For example, women employees, LGBT+, etc., A mentoring
opportunity can help identify new issues. It is about empowering a diverse range of employees to
share their opinions, ideas, knowledge, and experiences on a level playing field. Mentors must
focus on creating cultural awareness and cultivate trust and support. 

4. Mentoring for specific skills: Building the right skills, knowledge, and expertise at the right
time is critical to the employee and organizational success. Knowledge-sharing and creation is an
important goal of mentoring, and mentors must strive to stimulate situational as well as topical
learning in relevant areas of work. Such targeted mentoring helps shorten the learning curve and
boost employee productivity. 

5. Reverse mentoring: Mentorship is not a one-way process. Senior leaders can also learn from
young minds. Reverse mentoring provides that opportunity and mentors should be open-minded
enough to learn from lesser experienced employees.  

Great mentorship happens on the foundation of trust and support. And the business leader must
develop and manage the mentoring relationship continuously. Mentoring is about providing
counsel, acting as a confidant and advisor to the mentee, and ideally, this relationship should
mature over time. At the same time, mentors must scan the business environment, looking out for
threats as well as opportunities for their mentees and the department and organization at large.
Above all, mentors should stand as role models, espousing the values that benefit the
organization and helping mentees model those values. For this, they must be able to motivate and
inspire and help younger employees link their personal goals and values to the larger
organizational values. 

Mentorship is a shared responsibility between business leaders, HR and L&D. It is a continuous

journey with a continuously deepening relationship, and one that elicits even deeper rewards for
both parties, and the organization. Mentoring gives senior business leaders an opportunity to
create a lasting impact by moulding talent in the right direction. And it opens up new avenues for
young professionals to rise in their career.
Q. 3 Suggest tips for conducting training needs analysis accurately. (20)

How To Conduct A Training Needs Analysis With Limited Resources

Training gaps are one of the most overlooked causes for dwindling sales and inadequate
customer service. They can even increase the risk of workplace injuries. But how do you know
what’s lacking from your online training program so that you can remedy the problem? The first
step to the solution is taking a closer look at the L&D requirements versus your current online
training strategy. Here are 8 tips to carry out a training needs analysis, even if you’re on a tight
eLearning budget.

1. Conduct Pre-Assessments

You need to know where your employees stand today versus where they need to be. Specifically,
how your online training strategy can help them bridge performance and skill gaps. This involves
pre-assessments that identify areas for improvement and shine the spotlight on training
inefficiencies. eLearning assessments also allow you to detect patterns that other evaluation
methods may overlook. Most LMS platforms feature assessment engines with built-in reporting.
You can view data visualizations for test results that highlight areas of concern. For example, a
large portion of your employees struggled with the product handling procedures online
assessment. Thus, you may need to revise the corresponding online training course or create
additional online training materials to impart the necessary knowledge.

2. Poll Employees

Your employees may already have a clear idea of what your current online training lacks, as well
as how to address the issue. They are the ones who must follow company policy and complete
work-related tasks. Thus, your staff experiences training gaps firsthand. For instance, they are
unable to achieve their sales targets because they don’t have the necessary skill-building
resources. Collect employee feedback to evaluate your training needs from a different
perspective. This may be in the form of online surveys, questionnaires, or even social media
polls.

3. Analyze Simulation Performance

Traditional exams tell you how much employees know, but an online training simulation reveals
how they apply the information and utilize their skills. As such, you’re able to identify which
aspects of your online training are up to par, and which are falling short. Employees must tap
into their knowledge base and experiences to complete an online training simulation. If they are
unable to achieve the desired outcome, you may need to reevaluate related online training
materials, or take a closer look at your overall online training strategy to uncover weaknesses.
For example, you might consider more real-world activities so that employees can apply their
knowledge in practical settings instead of merely memorizing as much information as possible.

4. Evaluate LMS Metrics

If you already have an online training program in place, LMS metrics can help analyze every
aspect of your online training strategy from employee performance to eLearning assessment
results. Big Data allows you to root out training gaps and plot a course of action. For example,
employees aren’t progressing as rapidly as expected and still lack essential skills. In response,
you can conduct online surveys to disclose their preferences and expectations. Then develop
personalized online training resources to make online training courses more engaging and
interactive to speed their progress.

5. Host Diagnostic Webinars

Webinars are often perceived as a more exciting and interactive version of lectures. However,
when done correctly, they can provide valuable eLearning feedback. Diagnostic webinars
involve an open dialogue between the host and employee attendees. The presenter asks questions
to help gauge employee knowledge and understanding of the online training topics, as well as
uncover aspects of the online training strategy that may need some work. For example,
employees voice their concerns about the latest compliance online training module that involves
too much text or they are unable to summarize the updated sales process that you just covered in
an online training simulation.

6. Schedule Video Conferencing Interviews

Gathering employee input can be more challenging in remote work environments. However,
video conferencing tools make it easy to reach out to corporate learners and get their take on the
online training program, as well as what they would like to see in future online training courses.
Most video conferencing tools are either free or low cost, which makes them ideal for
organizations with limited resources. They also save you the expense of having to travel to
physical locations to survey your staff and conduct face-to-face interviews.

7. Collect Customer Feedback

Customers are also beneficiaries of an effective online training program. Their feedback can help
with your training needs analysis from a different angle. For instance, surveys disclose that a
high percentage of your customers are unhappy about the service they received. In fact, they
provide specific examples of poor employee attitudes or lack of product knowledge. The stories
they share allow you to deal with training issues that impact customer loyalty and overall sales.
You can even host a live event to give customers the opportunity to voice their opinions and
concerns, which offers you the chance to clarify their responses and ask follow-up questions.

8. Ask For Team Leader Input

Managers and team leaders work with employees on a more personal basis. They are on hand to
answer questions and observe online training challenges as they occur. Therefore, leadership can
help you compile a more accurate picture of what your employees need to get the job done, such
as additional "moment of need" resources or interactive online training tools that offer ongoing
support. Host management webinars and create closed social media groups to give them a
platform to share their thoughts.

Conducting a training needs analysis can be a daunting task, as you must be willing to
acknowledge current training inefficiencies. However, delving into these areas for improvement
gives you the power to unlock your full L&D potential thanks to the fact that you can provide
your employees with the online training resources they need. This way, they continually develop
their talents instead of being weighed down by an online training plan that’s outdated or
irrelevant for corporate learners.

Q. 4 How to measure return on investment of training programs? (20)

What is ROI?

The traditional ROI formula for training is the program benefits (net profit) minus the
training costs and then divided by the program costs. This indicates the dollar amount
returned as a benefit for every dollar spent on a program. This can also be converted to
a percentage by multiply by 100.  

In addition to the traditional ROI formula, several other methods are occasionally included under
the umbrella term ‘Return on Investment’. One such method is the payback period; the total
investment divided by the annual savings, expressed in years. 

Calculating the payback period works better with long-term metrics such as improving staff
retention levels or reducing healthcare costs among staff. Results may only become apparent
over a long time period, hence calculating the annual savings is better.  

Why calculate the ROI of training? 

ROI calculations of training aim to answer two broadly similar questions: 

 Are trainees gaining new knowledge and skills so that they can increase efficiency and/or
reduce costs in the workplace?  

 Can we measure the cost of this training against the benefits to both the individuals and

the organization?  
ROI can be used to justify the expense of a training course, compare one training course to
another and help establish training within an organization. It is a simple way to tracking the
effectiveness of training and measuring what value the learning helped create.  

Who should use ROI training calculations?

ROI often creates various ideas or concerns about how to measure and use it. In particular,
what to focus on and what value to place on the results. If these concerns are shared by senior
management, there’s little hope of using the results from ROI unless it has an impact on the
bottom line.  

Some organizations lack the trust or flexible environment required to utilize ROI results.
Companies must be willing to learn, change and try new things, particularly with regards to
training development. Organizations that lack the right attitude and approach, may not find ROI
calculations helpful or worthwhile.   

That being said, here are five easy ways to measure the ROI of training.  

Option 1. Use a training ROI calculator

The first way of measuring the ROI of any training is to use training ROI calculator. This is a
simple way of calculating the ratio of the total cost of the training program relative to the total
benefits of a training program.  

It works best for highly structured jobs where the monetary benefits are easy to isolate.  
For example: Imagine you’re a call center operations manager managing thirty call center agents
and you spent $30,000 to put them on a program designed to improve their call handling skills.  

Measurement is a very important aspect of ROI so you would need to measure the productivity
of your agents both before and after the program. For example, you could look at the cost of
handling a call.

Q. 5 Difference between training and development with examples. (20)

1. Training :
Training refers to an education process in which employees get a chance to develop
skills, competency and learning as per the post duty requirements. So simply we can say
it is a process of increasing knowledge and skills of an employee. Trainings are
performed in an aim of improving knowledge and skill that are needed to perform their
existing jobs. That’s why it is short time/term focused and for a fixed duration. Mainly it
is the result of initiatives, taken by management and it is a result outside motivation.
2. Development :
Development refers to an informative process which mainly helps in understanding about
the overall growth and improvement of the skills of the employee. So simply we can say
it is a process of learning and growth. Developments are performed in an aim of
improving knowledge and skill to face future challenges. That’s why it is long time/term
focused, which takes place through out the life of a person. Mainly it is the result of
initiatives, taken by self and it is a result of self motivation.

Difference between Training and Development :

S.No.TRAINING DEVELOPMENT
Training refers to an education Development refers to an informative
process in which employees get a process which mainly helps in
chance to develop skills, understanding about the overall growth
01 competency and learning as per the and improvement of the skills of the
. post duty requirements. employee.

So simply we can say it is a process

02 of increasing knowledge and skills So simply we can say it is a process of
. of an employee. learning and growth.

It is long time/term focused, which

03 It is short time/term focused and for takes place through out the life of a
. a fixed duration. person.

04 Development is a career oriented

. Training is a job oriented process. process.

Trainings are performed in an aim

of improving knowledge and skill Developments are performed in an aim
05 that are needed to perform their of improving knowledge and skill to
. existing jobs. face future challenges.

It helps individual to learn how to

06 perform his/her present job It prepares individuals for future job
. satisfactory. and growth in all aspects.

07
. It is a reactive process. It is a proactive process.
 It is the result of initiatives, taken
08 by management and it is a result It is the result of initiatives, taken by
. outside motivation. self and it is a result of self motivation.

09 Trainings are mainly attended by Development is mainly attended by

. individual. individual.

Mainly development refers to

10 Mainly training refers to learning implementing learned sessions and
. new things and refreshing old one. finding new ones.

11 It focuses on technical skills and it It focuses on conceptual and human

. has a narrow scope. ideas and it has a wider scope.

12 While development focuses on the

. Training focuses on the role. person.

13
. It revolves around present need. It revolves around future need