Training of Trainers

1. Training of Trainers Counselling methods techniques & skills By Senior Sort Term International Expert: Kyriakos DIMITRIOU Place: UCCI Tashkent Training Centre Ташкент - July 5, 2014

2. Coaching & Mentoring Coaching and mentoring are development techniques to enhance an individual’s skills, knowledge or work performance. • Both are based on the use of one-to-one discussions (individual approach), but occasionally may be applied in small groups. • In such case the group should be up to 3-4 persons Mentoring is not new. The term “mentor” originates from Greek Mythology.

3. Mentoring - Coaching According the businessdictionary.com: Mentoring is an employee training system under which a senior or more experienced individual (the mentor) is assigned to act as an advisor, counselor, or guide to a junior or trainee. The mentor is responsible for providing support to, and feedback on, the individual in his or her charge.From the same source Coaching: Extending traditional training methods to include focus on (1) an individual's needs and accomplishments, (2) close observation, and (3) impartial and non-judgmental feedback on performance.

4. Coaching & Mentoring Coaching is: "a process that enables learning and development to occur and thus performance to improve. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place“ Eric Parsloe (author and Director of the OCM) Mentoring is: off-line help by one person to another in making significant transitions in knowledge, work or thinking {Clutterbuck, D & Megginson, D, Mentoring Executives and Directors (1999)}

5. coaching and mentoring Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential. Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do: • Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change. • Use questioning techniques to facilitate individual's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach

6. coaching and mentoring/2 • Support the individual in setting appropriate goals and methods of assessing progress in relation to these goals.Listen and ask questions to understand the situation. Creatively apply tools and techniques • Maintain unconditional positive regard for the person, which means that is at all times supportive. Evaluate the outcomes of the process, using objective measures • Encourage individuals to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals

7. Difference #1 Coaching is task oriented. The focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. This requires a content expert (coach) who is capable of teaching the individual how to develop these skills. Itisessentially a non-directiveformofdevelopment

8. Difference #1 Mentoring is relationship oriented. It seeks to provide a safe environment where the “mentoree” shares whatever issues affect his/her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things, such as work/life balance, self-confidence, self-perception, and how the personal influences the professional

9. Difference #2 • Coaching is short term. A coach can successfully be involved with a person for a short period of time. The coaching lasts for as long as is needed, depending on the purpose of the coaching relationship. • Mentoring is always long term. In order to be successful, requires time in which both sides can learn about one another and build trust that creates an environment of secureness in sharing the real issues that impact his/her …success

10. Difference #3 Coaching is performance driven. The purpose is to improve the individual's performance (usually) on the job. This involves either enhancing current skills or acquiring new skills. Once he/she successfully acquires the skills, the coach is no longer needed. Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for the future. This distinction differentiates the role of the mentor and coach. It also reduces the possibility of creating conflict between the employee's supervising manager and the mentor

11. Difference #4 Coaching does not require design but can be conducted almost immediately on any given topic. If coaching is addressed to a group, then certainly an amount of design is involved in order to determine the competency area, expertise needed, and assessment tools used, but this does not necessarily require a long lead-time to actually implement the coaching program. Mentoring requiresa design phase in order to determine the strategic purpose for it, the focus areas of the relationship, the specific mentoring models, and the specific components that will guide the relationship, especially the matching process

12. Difference #5 The employee's supervising manager is a critical partner in coaching.The supervising manager quite often provides the coach with feedback on areas in which the employee is in need of coaching. Thus coach uses this information to guide the coaching process.

13. Difference #5 In mentoring, the supervising manager is indirectly involved. Although manager may offer suggestions or recommendation to the matching committee on what would constitute a good match, 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.

14. Coaching • Coachingactivities have both organisationaland individual goals • Itprovides people with feedback on both their strengths and their weaknesses • Personalissues may be discussed but the emphasis is on performance at work • May be financed by the company/ organization or by the individual

15. Mentoring There are 5 phases to a mentoring relationship.

16. Tools for Analysis and Assessment There are several tools for analysis and assessment to be used by a trainer, a coach, a mentor and even a consultant (during TNA and/or other phases when working in an Adult’s Training Centre / VTC). Some of these tools are quite sophisticated and maybe are driving beyond the goals settled (ie Multi-criteria Analysis, Cost-benefit Analysis, strategic etc).

17. SWOT Analysis provides us with a structure and focus for discussion, so that we will be able to: Identify and quantify the problems / Prioritize problems / Set objectives / Identify broad actions to achieve objectives Internal External environment

18. But before the SWOT analysis • Use of secondary researches • Use of primary researches • Personal in-depth interviews • Roundtable meetings • Questionnaires to key actors • Collective observations • Opinion polls • Public surveys • Pilot projects

19. PEST Analysis The organization's marketing environment is made up of: 1. The internal environment e.g. staff (or internal customers), office technology, wages and finance, etc. 2. The micro-environment e.g. our external customers, agents and distributors, suppliers, our competitors, etc. 3. The macro-environment e.g. Political (and legal) forces, Economic forces, Sociocultural forces, and Technological forces. These are …PESTfactors

20. PEST