What do you do if your mid-career HR role requires mentoring and coaching junior HR professionals?

If your mid-career HR role involves mentoring and coaching junior HR professionals, consider these steps: 1. Assess Needs: Understand junior HR professionals' skills and career goals. 2. Build Trust: Establish rapport based on trust, respect, and confidentiality. 3. Provide Guidance: Offer insights on HR practices, policies, and procedures. 4. Set Expectations: Define clear goals and expectations for mentoring relationships. 5. Offer Feedback: Provide constructive feedback for growth and improvement. 6. Promote Learning: Encourage continuous learning through training and development. 7. Lead by Example: Demonstrate professionalism and integrity in your actions 8. Encourage Problem-Solving: Empower juniors to develop critical thinking skills

In a mid-career HR role involving mentoring junior professionals, I prioritize fostering a supportive environment. I share my experiences, provide guidance on complex HR issues, and encourage continuous learning. By offering constructive feedback, I aim to nurture their skills, instill confidence, and contribute to their professional growth.

it presents a valuable opportunity to share knowledge, skills, and experiences. Mentoring can help in developing the next generation of HR leaders, fostering a culture of continuous learning, and improving overall team performance. By providing guidance, support, and feedback to junior professionals, you not only contribute to their growth and development but also enhance your own leadership skills. Effective mentoring and coaching can lead to increased job satisfaction, employee engagement, and retention within the HR team. It is a rewarding experience that allows you to make a meaningful impact on the careers of others while furthering your own professional growth.

Sí, nuevo líder de recursos humanos debes acompa?ar a tu equipo con herramientas de desarrollo tal como mentoring o coaching, te ves primero entender si tienes las habilidades y la preparación para hacerlo. Hacer estos procesos sin la adecuada experiencia puede generar un efecto peor en los empleados, pues les estarás generando un impacto que puede ser contraproducente para el desempe?o del rol. La recomendación es que si no has tenido la preparación adecuada o sientes que ellos requieren un acompa?amiento diferente al tuyo busques ayuda con profesionales de recursos humanos, expertos, y que tengan una muy buena habilidad en estos dos procesos de desarrollo para lograr los resultados esperados

Building rapport implies several steps: 1) Clearly communicate your role (mentor or coach), your methodology including the importance of confidentiality 2) Always demonstrate sincere curiosity and interest by asking open-ended questions, actively listening (empathy), staying fully present and summarizing to ensure the mentee feels heard 3) Mirror (occasionally but not excessively) your coachee's style (posture, key words) to put them at ease 4) Avoid being judgmental in your questions 5) Demonstrate reliability and provide evidence to support your ideas to showcase your competence and credibility 6) Keep communication flowing by following up regularly, updating on progress, expressing gratitude, and inviting them to relevant events.

Generar la relación con el equipo de trabajo es lo más importante, construir confianza. Es la base para construir un equipo de alto desempe?o. Construir esa confianza y esa relación no se hace de un día para otro, es más requiere un trabajo constante y frecuente, donde se nutre día a día la construcción de esa confianza y a partir de la cual se fortalece la relación. Construir esa confianza requiere de elementos especiales, empezar por entender cuál es la parte personal de la persona y no quedarse solamente con lo que la persona demuestra en la parte laboral, pues si no se da ese nivel de profundidad y de vulnerabilidad no vas a lograr el resultado que quieres en la relación con la persona

GROW (Goal, Reality, Options, Wrap up) is one of the most common methodology while coaching. It uses asking questions so the person being coached can think about their choices. As a coach, don't directly encourage them to experiment or take risks but keep questioning until until they fully realize they can (or cannot) or (or don't) want to take a risk. As a mentor, though, you can suggest trying new things by giving advice, examples, or other helpful information. Whether you're a mentor or a coach, always celebrate any progress and success by talking about the goals set at the start.

Mentoring junior HR professionals in your mid-career role? ?? Follow these steps: 1?? Assess your readiness and seek training if needed. 2?? Establish a relationship built on trust and mutual goals. 3?? Facilitate learning using coaching models like GROW. 4?? Regularly evaluate and improve your mentoring approach. Helping HR pros grow! ??

Even though as the mid-career you feel comfortable enough to both conduct either a coaching or mentoring session, it's crucial to really understand that these roles are different in terms of approach (see above points). During a session, it's best to keep the same role in order to prevent any mix up between the ways of helping. But, should the junior professional need clear or specific advice, you have to say that you have to act differently (changing your "hat" from coach to mentor) for a few minutes in order to better answer the questions. You can also offer to discuss or share on this specific question in the next session instead.