The following points are the four broad categories of employee development methods: interpersonal relationships, formal education, work experience, and assessment. Of course, these methods work better combined, so it is always wise to try different ones for the best outcomes (Sustainable human resource management, 2019). For example, suppose an organization wants to use work experience as a method of employee development. In that case, there are specific basic options available: promotions, internship, cross-training, temporary assignments, and OJT (on-the-job training).
A coach has three leading roles, which include working one-on-one with an employee, assisting an employee while learning for themselves, and providing various valuable resources, such as courses or mentors. The significant difference between a coach and a mentor is that coaching is oriented on a short period. Thereby, a coach is a person who helps employees reach specific goals. Once they have, the work of the coach is done. On the contrary, a mentor helps an employee reach their goals and develop them and find future ones.
Inviting an outside coach, on the one hand, can have a positive effect because it can bring a different point of view. It is also easier to find an experienced coach outside the organization if there is not anyone inside it who possesses the required skills and competence. On the other hand, an outside coach may provide expensive services, which means the cost of hiring an expert can be comparatively higher. Another significant disadvantage is that the desired coach may not be available at the time needed because of their working schedule or due to other reasons. Thus, finding an outside coach may be time-consuming, which is not always acceptable.
Reference
Banyai, T. (Ed.). (2019). Sustainable human resource management. MDPI IG.