Mentoring As A Method Of Adapting Staff

Many companies resort to mentoring. Other similar ways of training staff in the workplace have not yet been explored by domestic employers. Each has its own characteristics, which give the learning system as a whole greater universality. What's the best way for you to train staff?


Mentoring is carried out by a more experienced staff member vis-à-vis a less experienced or immediate staff group. The experience and authority of the mentor in this case enhances the credibility of the trainees.

Mentoring training is applicable where productivity is directly dependent on practical experience. I mean, given the difference between the level of training of young professionals and the needs of the business, virtually all companies.

The mentor is not capable of being a staff member, because it is good to do his job and to know how to do it - different things. In addition, the mentor must be willing to share his experiences and learn. Additional bonuses may be a motive.


Coaching with mentoring is quite similar. But if mentoring is an experienced co-worker, co-training is an individual training that develops specific skills. Coach learning isn't a staff member who does any better job, it's a specialist who knows how to help the learner improve performance. There may be direct supervisor, coworker or training specialist. The latter option is most optimistic because a professional coach has skills that are lacking by full-time mentors. First of all, this is the skills to ask questions to help the learner to find a response to any problem.


Buddy is different from mentor and pupil. He and the students here are absolutely equal. Buddy provides an unbiased feedback on the degree of success and learning of learners. Buddying is perfect to adapt new top managers.

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