Human Capital Optimisation through Coaching & Mentoring

Research has identified coaching and mentoring as the most effective methods of
developing talent as well as a sure way of introducing and reinforcing a culture of
continuous learning and development in an organisation and in life in general.

The advent of user-friendly technologies and interplay between technologies as a result of
the digital evolution especially the Fourth Industrial Revolution (4IR) has revolutionised the
entire learning and development process. Increasingly learning is becoming self-driven,
personalised and consumed on demand. Traditional ways of teaching and acquiring
learning and rigid or static curricula are fast becoming a thing of the past. On demand and
personalised properly curated learning and development interventions are particularly
relevant for business and provide an effective solution to the conundrum faced by human
capital professionals and management of having learning translated into real life situations
and applied “back at work” wherever work is done. Applying different learning techniques
also help to imbue a culture of creativity, innovation, imagination and critical thinking.

Introducing a coaching and mentoring culture in an organisation supports learning and
development. In fact, coaching has to take centre stage in the learning and development
mix if an organisation desires to unlock the capacity of its people and foster critical and
solutions thinking across the organization. Furthermore, when coached and mentored
professionally individuals become centred and can effectively apply their skills both
professionally and socially and can use the whole repertoire of their formal (academic) and
informal (non-academic learning and training, social or professional) exposure.

1. Executive Coaching
This programme adapts to specific needs of each executive and seeks to support the
executive to cope with the challenges they face which are a consequence of having
leadership responsibilities. There are a variety of reasons why coaching may be
necessary for an individual. Among them could be: change of a system, process or
principals, a transitioning from one role to another, confronting personal issues, or
developing of a strategy to avoid derailment. Overall, executive coaching offers an
opportunity for development in structured reflection, sound decision-making,
alignment, as well as effective communication.

2. Development Coaching
This programme adapts scope and approach to the needs of the coachee. It helps
individuals increase emotional intelligence (EQ) i.e. self-awareness, self-regulation,
self-evaluation, internal motivation, empathy and social skills (refer to This helps the coachee to be realistic and confront their
career (or social) profile and to strategise around personal strengths and
improvement areas. This particular programme may become a fusion of coaching
and mentoring, depending on the exact development needs of the coachee, and
what practical access to career acceleration the coach may be able to provide.

3. Coaching for Performance
This is focused on helping individuals articulate goals and/or crystalise stakeholder
expectations, establish ways to improve focus or approach in order to achieve the
required levels of input/output and reach objectives or meet expectations.

4. Goal Coaching
This is coaching that focuses on helping coaches to develop precise and measurable
goals and to put in place practical action plans or steps they will follow to achieve
each of their goals. This coaching programme offers an option for a self-monitoring
system for coachees to ensure that they stay on track despite competing work-life

5. Coaching for Fit
This is focused on helping individuals to sharpen awareness of different levels of
their operating environment and the changes therein, in order to realistically assess
current and future fit, particularly as far as human capital viability is concerned. The
programme helps individuals reflect and recognise the type of change they have to
create, drive, influence, accommodate or adapt to, depending on the role they play.
The programme also helps executives and individuals identify strategies and
programmes that will capacitate, or repurpose or reallocate human capital to ensure
that human resource is fit-for-purpose and well-matched to the changing needs of
the organisation.

6. Sustainability Coaching
This is focused on helping individuals reduce the stress of everyday living, and to
connect to the authentic self.  It helps individuals move from survival mode to
thriving.  It helps individuals evaluate connections and relationships, and crystalise
the role they wish to play based on their ultimate purpose. Sustainability coaching
helps promote holistic wellness and a healthy multi-factor life balance using tools
such as LifeKite. This programme helps individuals with their relationship tiers,
encouraging emergence of authenticity, thereby relieving individuals of stress
associated with ill-fitting role-play and prescribed branding. This type of coaching is
for individuals’ personal empowerment, particularly where individuals experience
internal conflict or stress from their environment.

7. Coaching for Personal Effectiveness
This is focused on helping individuals define success, identify clutter and noise
factors that impede success; pin down priorities and work on specific objectives that
will drive them toward success. This coaching provides safe space for reflection,
critical self-assessment and development planning.

Effective coaching may take place over a short or an extended period a mix of sessions can
be organised starting from a minimum of four sessions to a maximum of twelve sessions
depending on the coaching objective and coachee readiness. Previously location of coach
and coachee was a barrier to holding coaching sessions and now increasingly this is no
longer a factor. Virtual coaching sessions have become possible and shorter coaching
programmes have also come to the fore which are made up of a mix of sessions as per
coachee requirements. In general, a standard coaching programme that is recommendation
comprises a minimum of four (4) by one hour sessions over a period of four (4) weeks.

Since workplace professional coaching targets personal development to make organisations
more effective, the introductory session to an employee’s coaching programme requires an
overview of objectives and a snapshot of current performance, beginning with strategic
objectives, drilling down to team contracts and individual deliverables, together with latest
feedback by internal/external clients using a 360-degree evaluation tool.

The entry point for Organisational Coaching as a human resource capacitating tool is,
logically, the HR department. This is not only because of the SAQA mandate, but because
the HR department serves as a custodian for people management and development
programmes in the organisation.


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