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Industrial Counseling
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(Robertson, 2010). It is when a staff member receives disciplinary action and is counseled
on their behavior. For instance, an employee having an in-depth conversations about
personal issues and an expert tries to provide guidance makes counseling.
Yates (2011) claims that both coaching and mentoring share a common theme
which is to help individuals improve either themselves, their performance or how to reach
their full potential. Both can be formal or informal and is a positive relationship between a
staff member and the client. However, differences still arise in distinguishing the two .
Roberston (2010) clears the distinction between two interventions most commonly used
in industrial setting.
Coaching does not have something to do with ones past but only focuses on the
present and future performance. In the office, a coach avoids providing advice. He uses
listening and powerful questioning techniques to understand the employees. His job is to
question the person to help them find and seize opportunities for themselves. Coaching
also focuses on unlocking the employees inner wisdom so that they can solve their own
problems with. Unlike coaching, mentoring provides advice and solutions and tells what
they think the other person should do. Coaching and mentoring can be practiced by
authorized employees as long as they use their wisdom and knowledgeable on particular
topics.
References