Award-Winning Professional Development Principles from 20|20 Assessment™ | By Alan J Keith

Similarly, candidates and incumbents alike are also increasingly reaching out to professional coaching services to help them become more accountable for their personal and professional goals.

One size does not fit all, and an organization that wants to begin or refine a development program should not rush to implement just any initiative. The best results in coaching and development programs come from leveraging six time-tested principles:

• Customized information and materials. The resources that coaches or mentors use should be adapted to the learning styles and skill levels of mentees. Generic programs generally produce inconsistent results across the employee base.
• Utilize evidence-based assessment tools. Seeing evidence of progress is one the strongest motivators in coaching programs. Information should therefore derive from assessments, tools or systems that are quantitative (rather than predominantly qualitative or anecdotal) and provide the assurance of standards of quality with legally defensible methods.
• Access to an "Advisory Board of Experts." Coaches or mentors have inherent biases and limitations just like those that they strive to develop. Thus, the best approach is one where the coach can utilize the professional acumen and insights of highly qualified peers. This can be invaluable for maximizing information for mentees.
• Practical Ties with Current Market Demands. Coaching programs that are entirely theoretical and high level can do a disservice to mentees. It is more effective to instil a practical approach that links coaching goals and outcomes to real world situations. In this way, the coaching achievements are relevant and enhance a mentee's employability in tangible ways.
• Enact the "Reset Principle." Coaching programs should neither be designed nor expected to make mentees feel "safe and comfortable." Rather, some of the most valuable breakthroughs come when coaches help mentees challenge assumptions about their roles and responsibilities. This process removes limitations in thinking that can undermine personal competence and financial success.
• Leverage "Personal Branding." Finally, professional development should be brought to the personal level. Specifically, today's programs are incomplete without education and practical steps that help mentees develop and strengthen their personal brands. This aspect of development promotes self-confidence and marketability.

Effective Coaching Produces Bankable Results

Coaching or mentoring programs must be strategically developed, messaged and implemented to bring consistent and bankable results. A conscientious implementation involves making sure that the program is custom designed with your resources, employee needs and company culture in mind and in strong alignment. An instructive case study of this is that of Kenneth Chiguvare and the TRIEC Mentoring Partnership.

Kenneth Chiguvare met with Alan Keith, Vice President of 20|20 Assessment™ to facilitate his personal coaching and development goals. Their work together resulted in Kenneth Chiguvare being recognized as the "2009 Mentee of the Year" at the 4th Annual Mentoring Partnership Awards in Toronto. He was selected from a highly competitive pool of 1,100 mentees to be awarded the prestigious title by the Toronto Region Immigrant Employment Council (TRIEC).

The TRIEC Mentoring Partnership was founded in 2004. It uses a simple, but powerful idea to help job-ready skilled immigrants build their professional networks in Canada and better leverage their experience and skills in the local labor market. The program brings together skilled immigrants and established professionals in occupation-specific mentoring relationships. Through the program, mentors give 24 hours of their time over a four-month period to help mentees navigate the job search process by sharing their knowledge, experience and professional networks. With the support of over 50 corporate partners and 12 community partners, The TRIEC Mentoring Partnership has connected close to 5,000 skilled immigrants with a Canadian professional and network - both critical elements of the job search.

20|20 Assessment™ has worked on similar professional development assignments for leading organizations like Marriott, Hilton Worldwide and Royal Caribbean Cruises. Thus, the six principles above have been well-tested for effectiveness within the unique challenges of the hospitality industry. We encourage all organizations to discuss these principles in their executive committees prior to launching or expanding coaching and leadership programs. Conscientious planning on the front end loads the dice for significant ROIs on the backend.