Tutoring, mentoring and coaching as strategic instruments for human capital development: typology, effects and practices

Abstract

The article explores the conceptual foundations of mentoring and coaching as strategic tools for human capital development within organizations. Based on an interdisciplinary analysis of contemporary research and empirical case studies (Google, SAP, Deloitte, DTEK, Metinvest, Borys Grinchenko Kyiv University), it highlights the differences between formalized coaching in the public sector and flexible mentoring in corporate settings. The study identifies key types of mentoring interactions – classical, peer-to-peer, reverse, group, and coaching-oriented – and analyzes their effectiveness depending on the implementation context. A typology of mentoring formats with real-world examples is presented, along with a systematization of their key organizational effects, including onboarding support, employee engagement, talent pipeline development, and emotional well-being. The research emphasizes mentoring as a component of an organization’s emotional infrastructure that contributes to psychological safety, a culture of feedback, and the growth of leadership potential. The article concludes that a complementary integration of coaching and mentoring approaches can serve as a valuable resource for institutional advancement. The proposed directions for further research include the long-term impact of mentoring on career success, the effectiveness of various mentoring models across organizational sectors, and the integration of coaching and digital tools into mentoring programs.