NEED
Organizational restructuring led to the need for this billion-dollar organization to address the eliminated field coaching function through a peer mentoring approach. The challenge reflected a move from a dedicated field coaching role, to a volunteer-based approach by peers motivated only by an opportunity for organizational recognition. The initiative required not only management of the change associated with the dramatic transition, but also development of a process to equip the new peer coaches to effectively support a range of performance issues without bias and without impact to their own sales objectives.

SOLUTION
The solution was the design and development of a peer mentoring process that defined process logistics and was supported by a range of implementation and training tools. The program included tools to identify mentors, track coaching efforts, measure impact and manage organizational change. In addition, application-based coaching training was provided to identified peers to ensure adherence to internal coaching practices.

RESULTS
Implementation of the comprehensive peer mentoring process resulted in a seamless transition from traditional coaching practices, and provided additional professional growth opportunities (peer coaches) while contributing to the economic health of the organization.