Formosa Journal of Applied Sciences (FJAS)

Vol. 2, No. 7, 2023: 1797-1806

Employee Development : Coaching and Mentoring Approach to

Sustainability Organization

Rinto Andrianto1*, Supardi Supardi2

1Lembaga Sertifikasi Profesì Energi Mandiri
2Universitas Bhayangkara Jakarta Raya

Corresponding Author: Rinto Andrianto rintosangkyai@[Link]

ARTICLEINFO ABSTRACT
Keywords: Development This article will explore the importance of
Employee, Coaching, employee development and coaching and
Mentoring, Sustainability
mentoring approaches in achieving
Organization
organizational sustainability. We will explore the
Received : 25, Mei benefits of combining these two approaches,
Revised : 28, June examples of successful implementation, and best
Accepted: 30, July
practices that can be applied by organizations
©2023 Andrianto, Supardi: This seeking to achieve sustainability in their
is an open-access article distributed [Link] this study, analysts used to review
under the terms of the Creative observational data from several major research
Commons Atribusi 4.0
Internasional. sources, focusing on human resources. It is
thought that the results of publications from
various organizations and industrial fields are
important to researchers, and it is believed that
by analyzing such works, analysts can provide
speculative ideas that drive research. Scientific
articles that make reinforcement for scientific
articles in participation contribute to science and
especially the scientific articles above can
represent with existing limitations with findings
that provide a result for this scientific article in
literature.

DOI prefik: [Link] 1797

( ISSN-E: 2962-6447
[Link]
Andrianto, Supardi

INTRODUCTION
Today's modern organizations are increasingly aware of the importance
of sustainability and the impact that their business activities have on the
environment and society. Organizations committed to achieving sustainability
focus on efforts to reduce their environmental footprint, adopt socially
responsible business practices, and drive sustainable growth over the long term
(Lozano, 2015; Belz & Binder, 2017). However, achieving sustainability is not an
easy task. Organizations must engage all members of their teams and ensure that
they have the knowledge, skills, and understanding necessary to contribute
effectively to the journey to sustainability. This is where the importance of
employee development and coaching and mentoring approaches in the context
of sustainable organizations (Riggio, 2015).
According to (Colquitt et al., 2014) employee development is a process
that aims to improve the knowledge, skills, and attitudes of individuals in order
for them to reach their full potential in the work environment, in the context of
sustainability, employee development involves strengthening understanding of
sustainable business practices, studying the social and environmental impacts of
organizational activities, and developing skills that needed to adapt to
continuous change (Ahi &; Searcy, 2013). According to (Eby et al., 2013) approach
coaching and mentoring through effective strategies in facilitating employee
development in sustainable organizations. Coaching involves a relationship
between a coach and an employee, where the coach provides support, feedback,
and guidance in achieving personal and professional goals (Theeboom et al.,
2014). Mentoring, on the other hand, involves a longer relationship between a
more experienced mentor and a mentee, with the aim of providing guidance,
advice, and inspiration to mentees in developing their potential (Eby et al., 2013).
The combination of employee development and coaching and mentoring
approaches brings significant benefits to sustainable organizations (Lane, 2016).
Employees who are skilled and educated in sustainable business practices have
the ability to identify new opportunities, implement innovative solutions, and
make decisions that positively impact the environment and society.
Through coaching and mentoring relationships, employees can also
develop a deeper understanding of sustainability values, integrate these
principles in their daily behavior, and inspire other team members to participate
in the journey to sustainability (Day et al., 2014). Coaching and mentoring are
two effective approaches in employee development, as they focus on personal
growth, skills development, and knowledge transfer (Passmore, 2015). Coaching
and mentoring play an important role in ensuring that employees have a strong
understanding of sustainability principles and are able to apply them in their
daily work. Through this approach, organizations can create a culture that
focuses on sustainability values, such as resource efficiency, good waste
management, and social responsibility. Coaching and mentoring also play a role
in building deeper awareness and understanding of the impact of organizations
on the environment and society (Zachary &; Fain, 2022). Through the teaching
and mentorship process, employees can identify opportunities to improve

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Vol. 2, No. 7, 2023: 1797-1806

Business practices that sustainable, reduce negative impact, and innovate in

creating more environmentally friendly solutions.
In addition, coaching and mentoring approaches provide individualized
support that allows employees to develop personally and professionally
(Passmore, 2015). Sustainable organisations, employees who are encouraged and
supported to reach their full potential will be a valuable asset in achieving
sustainability goals. Coaching and mentoring can help employees to overcome
obstacles and challenges, as well as provide guidance for success in
implementing sustainable practices (Garvey et al., 2021). Overall, employee
development through coaching and mentoring approaches is an effective
strategy in creating sustainable organizations (Clutterbuck, 2014). By providing
support and guidance to employees, organizations can ensure that they have the
necessary knowledge, skills, and attitudes to contribute to environmental, social,
and economic sustainability. This approach not only helps achieve sustainability
goals, but also strengthens an organizational culture oriented towards
sustainability values and builds competitive employees in an increasingly
complex and dynamic era. In this article, this article will explore the importance
of employee development and coaching and mentoring approaches in achieving
organizational sustainability. We will explore the benefits of combining these
two approaches, examples of successful implementation, and best practices that
can be applied by organizations seeking to achieve sustainability in their
operations.

LITERATURE REVIEW
Employee Development
According to (Werner, 2021) Employee Development, also known as
Human Resource Development (HRD), refers to the efforts of organizations to
improve the knowledge, skills, abilities, attitudes, and potential of their
employees. It involves a wide range of activities designed to expand knowledge
and enhance individual skills in order to achieve organizational goals and face
evolving challenges in the business environment (Noe, 2017). Employee
Development includes a systematic approach to facilitate individual learning and
growth in the workplace. This can involve formal training programs, on-the-job
training, mentoring, coaching, job rotations, special projects, certifications, and
career development. The ultimate goal is to improve individual performance,
strengthen relevant competencies, and foster sustainable career growth
(Kavanagh &; Johnson, 2017).

Coaching
According to (Werner, 2021) Employee Development, also known as
Human Resource Development (HRD), refers to the efforts of organizations to
improve the knowledge, skills, abilities, attitudes, and potential of their
employees. It involves a wide range of activities designed to expand knowledge
and enhance individual skills in order to achieve organizational goals and face
evolving challenges in the business environment (Noe, 2017). Employee
Development includes a systematic approach to facilitate individual learning and
growth in the workplace. This can involve formal training programs, on-the-job
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training, mentoring, coaching, job rotations, special projects, certifications, and

career development. The ultimate goal is to improve individual performance,
strengthen relevant competencies, and foster sustainable career growth
(Kavanagh &; Johnson, 2017).

Mentoring
According to (Zachary &; Fain, 2022) Mentoring is a relationship where a
mentor provides guidance, support, and inspiration to a mentee to assist them in
personal development, career, and professional growth. Mentors, who typically
have broader experience and knowledge, share insights, knowledge, and advice
with mentees to help them achieve their goals and [Link] mentoring
process involves giving direction, giving feedback, modeling positive behavior,
and emotional support. Mentors assist mentees in identifying goals, planning
actions, overcoming obstacles, and developing the skills necessary to achieve
success. In addition, mentoring relationships also create a supportive
environment for reflection, exploration of new ideas, and leadership
development (Clutterbuck, 2014).

Sustainability Organization
According to (Schaltegger &; Wagner, 2017) Sustainable Organizations
are organizations that are committed to integrating sustainability principles in all
aspects of their operations. These organizations strive to achieve harmony
between their business activities with environmental protection, social welfare,
and sustainable economic growth in the long run. Sustainable organizations aim
to reduce their environmental footprint, adopt socially responsible business
practices, and innovate in developing sustainable solutions. Sustainable
organizations prioritize transparency, accountability, and collaboration with
stakeholders to achieve their sustainability goals. They engage all levels of
employees and ensure that their policies and practices are in line with
sustainability principles. The organization also seeks to manage the risks
associated with environmental change and identify new opportunities that arise
in the context of sustainability (Belz &; Binder, 2017).

METHODOLOGY
In this study, analysts used to review observational data from several
major research sources, focusing on human resources. It is thought that the
results of publications from various organizations and industrial fields are
important to researchers, and it is believed that by analyzing such works,
analysts can provide speculative ideas that drive research. It explores the
subjective method using a comparative review approach, where analysts
compare one reflection with another to make assumptions and draw conclusions.

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Vol. 2, No. 7, 2023: 1797-1806

RESEARCH RESULT
Some supporting studies from this article will be presented and
implemented in organizations based on existing variables such as studies from
(Park et al., 2008) with the results showing that the use of skills Training
Management by supervisors is significantly related to employee learning,
organizational commitment, and intention to move. (Bourg et al., 2010) with
stated results of project outcomes and key development relationships of the
Green Belt studied during the trip. Lastly, recommendations are made for the
further development of Green Belt training and improvement of business results.
The study of (Beattie et al., 2014) with research results was designed to help line
managers who want to improve their management training. For Stakeholders
this literature review and model is useful for organizations, HR professionals,
and line managers to determine whether training is an appropriate learning
intervention for their context and timing. In addition, if deemed appropriate, this
review and the resulting framework can help inform how practitioners should
approach training within organizations.
Studies from (Bajraktarović, 2021) with the results of research similarities
and differences between training and mentoring, show the conditions and
methods necessary for the successful implementation of training and mentoring
in modern organizations. Exploring the factors behind the development of these
two methods and their benefits for employees and organizations, expected trends
in this area are also outlined. (Jan &; Gideon, 2011) with results Dynamic
relationships such as mentoring relationships have resulted in achievement and
success in organizations. In the context of current financial constraints and skills
shortages, small group successes, such as mentoring relationships, need to be
explored. This case study examines the success of mentoring relationships in the
South African pulp and paper industry. The objectives of the mentoring program,
the characteristics of the accompanying students, and the characteristics of the
accompanying coordinator emerged from the observation of the participants.
The success of this case study mentoring program has been felt.
Studies from (Enslin &; Schulz, 2015) state confidentiality and anonymity,
but may fear confidentiality and anonymity are not guaranteed. The researchers'
assumptions about mentoring and sample size may limit the generalizability of
the study. For example, researchers might expect mentor training similar in scope
and philosophy depending on the employee and the type of organization from
which the data was collected. Another assumption is how employees interpret
and apply the knowledge and skills gained from formal mentoring programs and
practices in selected organizations.
Studies from (Hamadamin &; Atan, 2019) state the linear and positive
effects of strategic HRM on the sustainability of "competitive advantage"; It was
also found that strategic personnel management has a positive effect on the
development of human resources and employee commitment to the institution;
found that the effects of human capital development and employee engagement
partially mediated the relationship between strategic HRM practices and
sustainable competitive advantage (SCA). Finally, theoretical and managerial
implications are suggested. Studies from (Al Hilali et al., 2020) with results that

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state it is worth noting that there is a way out of this relationship, because it is
mainly to encourage its development. Follow-up methods vary and depend on
participants, meeting locations, and terms of relationship. In addition to the
coach/mentor, the roles of the coach and mentee must also be played, and all of
these must be documented and placed in The specific institutional context. Oleh
Therefore, this article examines the literature on the concepts of coaching and
mentoring and their practices, as well as the definitions of coach, mentor, coachee
and mentee, as well as the relationship between the two. nThe study from
(Schuler et al., 2011) states the findings of several global talent challenges and the
strategic opportunities they provide to companies, and suggests implications for
companies and the field of international human resource management.

DISCUSSION
In relation to the variables in this article with the findings of scientific
articles from various journals that are limited, the implementation of the
variables in this article already exists with limited literature used in relation to
variables, so in this discussion the descriptions above provide a view of the
results of research findings in the article above to provide reinforcement for this
scientific article, The purpose of which is to provide analysis results from the
findings of the articles in the discussion.

CONCLUSIONS AND RECOMMENDATIONS

Scientific articles that make reinforcement for scientific articles in
participation contribute to science and especially the scientific articles above can
represent with existing limitations with findings that provide a result for this
scientific article in literature. This scientific article wants to make scientific
participation and contribution, especially for the field of human resources, with
all the limitations and minimums of the literature study obtained.

ADVANCED RESEARCH
Articles from researchers can provide benefits for all parties with
limitations and existing results.

ACKNOWLEDGMENT
Researchers hope that the results of this scientific article can provide a
benefit for institutions, other researchers and other parties who need additional
references to be used for other researchers in the future.

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