Meyer ot al$.(2007)$ point out which of the following pitfalls are associated with mentoring and

coaching: $($Select all that are correct; note that incorrect selections are penalised.$)$

Mentoring and coaching training or capacity$-$building is provided without a proper

mentoring and coaching strategy and policy framework

Mentoring and coaching are seen as the latest buzzwords and, therefore, haphazardly

adopted for fear of missing out

The market is confused because there are many consultants and training providers, and

many of them have different views on how to implement mentoring and coaching

Human resource $($HR$)$ and human resource development $($HRD$)$ managers know that their

organisations need mentoring and coaching, but they often do not know where to start

Mentoring and coaching programmes are not allgned with the overall strategy of the

organisation, and it is therefore not surprising that they are not seen as adding any value

to the organisation