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Coaching and Mentoring

dc.contributor.authorSerrat, Olivier
dc.date.accessioned2020-12-02T22:20:45Z
dc.date.available2020-12-02T22:20:45Z
dc.date.issued2009-07-01
dc.description.abstract{Excerpt} High-performance, contemporary organizations know that a company is only as good as its employees. They place strong emphasis on personal attributes in selecting and developing staff. However, this does not come without challenges, not least of which may be (significant) gaps in the experience, knowledge, attitudes, skills, aspirations, behaviors, or leadership required to perform demanding jobs. Formal training courses may vaunt wholesale transfer of these; but employees will not likely stretch to their full potential without dedicated guidance that inspires, energizes, and facilitates. In the new millennium, good coaching and mentoring schemes are deemed a highly effective way to help people, through talking, increase self-direction, self-esteem, efficacy, and accomplishments.
dc.description.legacydownloadsCoaching_and_Mentoring.pdf: 4435 downloads, before Oct. 1, 2020.
dc.identifier.other2504321
dc.identifier.urihttps://hdl.handle.net/1813/87346
dc.language.isoen_US
dc.rightsRequired Publisher Statement: This article was first published by the Asian Development Bank (www.adb.org).
dc.subjectAsian Development Bank
dc.subjectADB
dc.subjectpoverty
dc.subjecteconomic growth
dc.subjectsustainability
dc.subjectdevelopment
dc.titleCoaching and Mentoring
dc.typearticle
local.authorAffiliationSerrat, Olivier: Asian Development Bank

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