In his mentoring model, Harold E Johnson proposes a strategic framework for meeting the challenges of change and producing exceptional performance through mentoring.
Here we outline some of the key issues relating to the evaluation of mentoring and propose various methods for measuring the effectiveness of a mentoring programme and the relationships within it.
Mentoring is often used as a means of increasing diversity in organisations, creating greater accessibility to higher levels of management for female employees and those from ethnic minorities. Here we discuss the key aspects of using mentoring for such purposes.
Carol Gegner, specialist in individual, group, and organisational behaviour, conducted a research study to measure the effectiveness of coaching in bringing about behavioural change. We outline the key findings of her research here.
At the ‘International Executive Coaching Summits’ in 1999, 2000 and 2001, leading thinkers gathered together to define executive coaching and discuss the future of the industry. We bring these together here and review the key findings.
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