Many managers and employees use the terms coaching and mentoring in the same breathe yet they are very different. In the 21st century workplace, both are imperative to support employee development and engagement. Below are the top 5 differences between coaching and mentoring:
1) Coaching is performance driven. The purpose of coaching is to improve the employee’s job performance. Coaching involves either enhancing current job skills or acquiring new skills needed to perform the job.
Mentoring is development driven. The purpose of mentoring is to develop the employee not only for the current job, but also for their future opportunities. This distinction differentiates the role of the immediate manager and that of the mentor.
2) Coaching is task oriented.Coaching focuses on task issues, speaking clearly and professionally on the telephone, presentation skills, and how to respond to conflicts/conflict resolution. Task coaching requires a content expert (coach) who is capable of teaching the employee how to develop these skills.
Mentoring is relationship oriented. Mentoring focuses on the relationship between the employee and mentor which allows for safely sharing whatever issues that affect his or her professional and personal success. Mentoring focuses on areas such as work/life balance, self-confidence, self-perception, and how the personal influences the professional.
3) Coaching is short term. Coaching with an employee can be for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed.
Mentoring is always long term. Mentoring requires time in which both parties can learn about one another and build a climate of trust. Mentoring relationship can last at least six months or more.
4) Coaching is a Manager’s responsibility. Managers may determine if the employee needs a context expert coach or coaching from them. The manager has the information that enables the employee to perform successfully in their position. This information guides the coaching.
Mentoring is the Manager’s indirect involvement. The Manager is indirectly involved in the mentoring process by offering suggestions to the employee on how to best use the mentoring experience. The Manager may provide a recommendations to the employee on what would constitute a good mentor match for the employees. The manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the mentoring relationship’s integrity.
5) Coaching does not require design. Coaching can be conducted almost immediately on any given topic. The manager can determine the employee’s competency area or expertise needed to coach and does not require a long time to actually implement a coaching program.
Mentoring requires a design phase. Mentoring requires a strategic plan that focuses on relationships and mentoring models in order to facilitate a successful mentoring program. The critical element of the mentoring plan is determining the match process between the employee and the mentor.
