This post contains a summary of research into learning and development, and performance improvement in August 2008. All work is that of the authors, and I have provided links to the original articles.
Is mentoring the poor relation to coaching?
In this article, the author argues that mentoring has become a poor cousin of coaching primarily due to the popularity of the coaching profession. “Mentoring is worthy but dull, coaching is sexy and professional. I don’t think that’s true or a good thing but I do think the emphasis on coaching has been to the detriment of mentoring."
The article goes on to list the essential difference between coaching and mentoring, pointing out that mentoring generally involves a longer relationship, and focuses on career and personal development, whereas coaching is normally of a shorter time period, and focuses on specific developmental issues. The author concludes that coaching isn't necessarily the right thing to use, and there are times when mentoring would be far more beneficial.
This article was published on TrainingZone here.
Can managers become coaches?
On a similar note to “Everybody wants to be a coach”, this article indicates that there are three key factors that make it difficult for managers to become successful coaches:
1. Managers are time bound. Results have to be achieved to a certain standard within a certain time. Coaching takes time.
2. Managers are performance oriented. They have been charged with getting results. Often the employee's potential problem to be addressed through coaching may not seem to relate to improved results.
3. Managers often have a personal style that is more directive than consultative. It is thus hard to switch gears from telling and selling to listening and supporting.
This article appears here.
Training is not enough
In this article Donald H. Taylor argues introduces the AMO (Ability, Motivation and Opportunity) model, and concludes that that a person's motivation and opportunity to participate may be as important as their skills. He follows a similar approach to an article from earlier this year, where Andrew Mayo asked for less leadership training, and more decent management.
Controversially, he argues “… the (AMO) model also suggests something else. There is another way that the L&D department can help with building both employee motivation and opportunity: sometimes it should refuse to carry out training”.
This article was published on HRZone here.
Ask the expert: What elearning methods are best?
In this article, Clive Shepherd, chair of the elearning network, gives some general advice on the best way to deliver a blended elearning course. The article is very short and to the point, and gives an overview of the process to follow, so don’t expect a silver bullet.
This article appears here.
Legal action against multiple choice could affect all elearning
A dyslexic medical student is taking legal action against the Medical Council, claiming that multiple choice tests discriminate against those with learning difficulties. “Customers or employees don't come with four-option multiple choice questions pinned to their chests and using this method as a means of judging competence is flawed.” The student argues that multiple choice quizzes can't possibly reflect her true competence as a doctor.
Although an English legal matter, this case may have very significant consequences since vendors of learning management systems and rapid elearning authoring tools have always stressed the benefits of being able to use online tests – usually involving multiple choice questions. The implications for the whole of the elearning industry are potentially enormous, especially in areas which have seen significant growth - such as legislative compliance and meeting the requirements placed on businesses by various regulators.
This article appears here.
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