Group 8 coaching and mentoring of millennials pms

0
Coaching and Mentoring
Submitted in partial fulfillment of the requirements
of Performance Management System(PMS) Project
of 2nd Term in Human Resource Management
(HRM), 2015-17
Submitted to: Dr Tanuja Sharma
Submitted by: Group 3
Amandeep Singh 15PGHR07
Shubhangi Mokashi 15PGHR25
Mrinal Bhutani 15PGHR26
Nitin Kothari 15PGHR30
Swatah Siddha Borkotoky 15PGHR49
Swati Dewan 15PGHR59

1
TABLE OF CONTENTS
Acknowledgement………………………………………………..2
Coaching and mentoring of Generation Y (Introduction)………..3
An insight into GENERATION Y/ ECHO BOOMERS….…...…6
COACHING AND MENTORING OF THE MILLENNIALS/
GENERATION Y………………………………………………...8
Reverse Mentoring………………………………………………..9
Group Mentoring…………………………………………………9
Anonymous Mentoring …………………………………………10
An edge for the whole organisation……………………………..11
Situational Mentoring……………………………………….......11
Coaching and Mentoring………………………………………..13
Interviews………………………………………………………..15
How Lafarge India does it………………………..……………..24
Conclusion & learning …………………………..……………..26

2
ACKNOWLEDGEMENT
Our heart pulsates with the thrill for tendering gratitude to those persons who helped
us in completion of the project. The most pleasant point of presenting this project is
the opportunity to thank those who have contributed to it. Unfortunately, the list of
expressions of thank no matter how extensive is always incomplete and inadequate.
Indeed this page of acknowledgment shall never be able to touch the horizon of
generosity of those who tendered their help to us.
We extend our deep sense of gratitude and indebtedness to our guide Dr. Tanuja
Sharma for her kind attitude, invaluable guidance, keen interest, immense help,
inspiration and encouragement which helped us in carrying out our project work.
We are extremely grateful to Ms. Gaatha Narang supporting the course through the
term
Lastly, we thank all those who are involved directly or indirectly in completion of the
present project work.

3
COACHING AND MENTORING OF GENERATION Y
At the very outset, we would like to define each of the different generations from a
“today’s global and economic” point of view, with much emphasis on the
Generation Y or Millenniums. To start with let us first mention the different
generations i.e.
 The DEPRESSION ERA
 WORLD WAR II
 POST WAR COHORT
 BOOMERS I or THE BABY BOOMERS
 BOOMERS II or GENERATION JONES
 GENERATION X
 GENERATION Y or ECHO BOOMERS or MILLENNIUMS
 GENERATION Z
1) THE DEPRESSION ERA:
This is a generation marked by individuals who were conservative and compulsive
savers, maintained low debts and used secure financial products. They found it
intriguing to leave somewhat of a legacy for their future generations. Moreover
they were also found to be patriotic, respected authority and had a sense of moral
obligation.
BORN: 1921
COMING OF AGE: 1930-1939
CURRENT POPULATION: 11-12 million (numbers declining rapidly)
2) WORLD WAR II:
Defeating the Axis powers (Germany, Italy and Japan) was a common goal of the
people of this generation. An accepted sense of deferment or postponement was
evident in this group.
BORN: 1922 to 1927

4
3) POST WAR COHOROT:
This is a generation that had significant opportunities for education and job as the
World War ended and a post war economic boom hit America. However tensions of
Cold War, possibilities of nuclear attacks resulted in discomfort and lack of
motivation for this generation. The individuals of this era placed emphasis on
security, comfort and familiar scenarios.
BORN: 1928-1945
4) BOOMERS I or THE BABY BOOMERS:
This generation is bounded by the Kennedy and Martin Luther King assassinations,
the Civil Rights movement and the Vietnam War. The people had good economic
opportunities and were optimistic about the future of their countries as well as for
themselves.
BORN: 1946-1954
5) BOOMERS II or GENERATION JONES
This is a generation where people lost trust in their respective governments that their
previous generations had. This generation is marked by the economic slowdown
which included the Oil Embargo of 1979. “I am out for myself” and a sense of
narcissism prevailed in this era. Besides there was also a sense of skepticism for the
media and institutions. AIDS had come to see the light of the day and this era was the
first victim.
BORN: 1955-1965
6) GENERATION X:
This generation is often referred to as the Lost Generation. The individuals of this
generation were quoted by Newsweek as “the generation that dropped out without
ever turning on the news or tuning in to the social issues around them. the
generation that dropped out without ever turning on the news or tuning in to the

5
social issues around them.”This era is characterized by higher levels of skepticism
and the people generally thought “what’s in it for me?”.
On the other hand, it has been seen that the individuals of this era were the best and
most well educated lot with around 30% obtaining a bachelor degree or higher.
Comparative analysis shows that it was 6% higher than the previous generation. It
was also seen that the improving levels of education led the people of this generation
to form families with higher levels of caution and practicality than what their
previous generation demonstrated. This generation was also marked by higher
number of cases of divorce among couples.
BORN: 1966-1976
7) GENERATION Y or ECHO BOOMERS or MILLENNIUMS:
This era is marked by incredible sophistication towards technology, traditional
marketing and sales pitches. The members are more radically and ethnically diverse.
Cable TV channels, Satellite radio, and internet are the gifts to this generation. This
generation is not loyal to brands and the rapidly increasing speed of the internet
makes this group flexible like no other previously mentioned groups.
BORN: 1977-1994
8) GENERATION Z
This is a generation of a highly diversified environment. Higher levels of technology
is expected to make inroads into academics and thus enabling customized
instructions, data mining of student histories required to effect diagnostics. The kids
of this generation are expected to be more technology driven with the internet on
their back and call.
BORN: 1995-2012

6
An insight into GENERATION Y/ ECHO BOOMERS
GENERATION Y refers to a generation born between the 1980’s to early 1990’s and
the term is given after their preceding generation i.e. GENERATION X. This
generation is also termed as ECHO BOOMERS because these are the children born
of parents from the BABY BOOM. Some other terminologies that define this
generation are MILLENNIALS, INTERNET GENERATION, iGen, NET
GENERATION to name a few.
Some of the generalized characteristics attributed to GENERATION Y are as
follows:
1. TECH SAVVY:
This is a generation that was born into a world of emerging technologies.
Smart phones, high speed internet, laptops, tablets are the word of the day so
much so that their day to day lives are completely dependent on these. E-
mails, social networking and text messaging are the major modes of
communication for the individuals of this generation.
As far as organisations are concerned, this is a generation that is more inclined
to the ones with up to date technologies; and hence the old and traditional
organisations are not able to attract this young crowd. In short it can be said
that technology needs to be a part of the day to day activities of this
generation.
2. FAMILY ORIENTATION
The previous generations value their organisations to the extent that they did
overtime and long durations in order to move up the organizational ladder. On
the other way round, the millennial prefer Flexible Working Hoursand more
rounded work/life balance. This doesn’t signify that this generation is
lethargic. However, for this generation family comes first. Family values are
more important than organizational values. This perception can be drawn from
the fact this generation grew up in an environment where they have witnessed

7
their parents working day in day out. Enjoyment of life accompanied by a
fulfilling career/work life is what drives this generation.
3. AMBITIOUS
This generation is confident as well as ambitious. The individuals tend to take
on responsibilities as soon as they join the organisation. Entrepreneurship has
made its presence felt within the individuals of this age. For instance, the Mark
Zukerburgs of our times belong to this generation. For this generation sky is
the limit and organisations many a time find it difficult to cope with the high
expectations of this generation while at the same time keeping up with their
expectations and creativity. Rendering the requisite resources to this
generation is particularly a way the organisations handle this generation. Apart
from that, this generation also expects organisations to meet their expectations
and job hopping as well as role changing is also very much prevalent if these
expectations are not met by the organisations.
4. TEAM PLAYERS
Team work is a prerogative of this generation. Even in the workplace, regular
team meetings and coordination activities take place for organizational
efficiency. Involvement and inclusion is highly preferred by the individuals of
this era. From an organizational point of view, this generation expects
transparency and openness from its peers.
5. COMMUNICATION
Quick forms of communication are a characteristic witnessed from this
generation. While on one hand, the Baby Boomers preferred a telephone call
for official matters, this generation prefers a quick and crisp e-mail as a mode
of communication.
6. LIKE TO BE LOVED
Constructive feedback and gratitude mark this generation. Communication
with the senior management is found to be more evident than the previous

8
generations. Mentorship programs are being conducted by the companies in
order to cater to the needs of this young generation.

9
COACHING AND MENTORING OF THE
MILLENNIALS/ GENERATION Y
Makeup of the worldwide workforce is experiencing a seismic movement: In four
years Millennials—the general population conceived somewhere around 1977 and
1997—will represent almost a large portion of the representatives on the planet. In a
few organizations, they as of now constitute a dominant part. That move may sound
overwhelming to the supervisors accused of instructing these youthful specialists, who
have a notoriety for being consideration wipes. Millennials perspectives work as a key
some portion of life, not a different movement that should be "adjusted" by it.
Consequently, they put a solid accentuation on looking for some kind of employment
that is specifically satisfying. They need work to manage the cost of them the chance
to make new companions, learn new aptitudes, and join with a bigger reason. That
feeling of object is a key element in their occupation fulfillment.
Australia's Generation Y need a steady supervisor who is a mentor or tutor and offers
a nearby, casual relationship, as indicated by a study of1,000 18 to 30-year-olds by
selecting specialists Hays.

10
1. Reverse Mentoring
Reversementoring alludes to an activity in which more established administrators are
matched with and tutored by more youthful employees on themes, for example,
innovation, online networking and current patterns. In the tech business or different
organizations that depend intensely on innovation, opposite tutoring is seen as an
approach to update more seasoned employees in ranges that are regularly second
nature to 20-something employees, whose lives have been all the more profoundly
incorporated with PCs and the Web.
The thought that senior officials could remain to take in a thing or two from new
employees conflicts with conventional working environment hones, where most more
experienced specialists regularly give the most information, settle on choices and give
mentorship to more current employees with less experience. Be that as it may, the
quick moving improvements in innovation and patterns has turned around this
rationale in a few workplaces, where more seasoned laborers may have experience
and understanding, yet need solid aptitudes in fresher advancements.
Likewise, while some more established administrators are offended by the thought of
being coached by another representative, numerous consider it to be an open door for
give and take, where new and experienced employees share their insight, boosting
both bunches' understanding and enhancing general correspondence and joint effort in
the working environment.
This methodology moves the obligation regarding sorting out coaching to line
representatives, who gain from senior administrators by tutoring them. A Millennial is
coordinated to an official and doled out to show him or her how to, say, use online
networking to unite with clients. It's a compelling approach to give junior workers a
window into the larger amounts of the association, so that when the mentees resign,
the more youthful era has a superior comprehension of the business.
Definitely, there are times when the more seasoned mentees give input or exhortation
to their young partners, so in actuality, the instructing gets to be shared. The added
advantage to the more youthful specialists is a possibly quickened profession track, as
the coaching game plan raises their profile among senior officials of the firm. Also,
the official mentees have the chance to increase comprehension of a section of their
workforce they may not generally become more acquainted with.

11
For reverse mentoring to be effective and successful, several factors must be in place:
 Defined Expectations
 Agreed upon rules
 Willingness to learn
 Trust
 Transparency
Some of the benefits associated with Reverse Mentoring are as follows:
 Empowerment of emerging and established leaders
 Closes the knowledge gap for both parties:For instance, more seasoned
employees take in online networking from the more youthful individual and the
more youthful individual learns business phrasing and industry rehearses from
the more established representative.
 Brings different employee generations closer together
2. Group Mentoring
Group Mentoring is a less-asset escalated yet at the same time compelling method for
giving Millennials the input they long for. It can be driven by a more senior supervisor
or can be shared, yet in both cases, the organization sets up an innovation stage that
permits workers to characterize coaching in their own particular terms.
Utilizing an online stage, one coach can work with a few mentees at once—in some
cases in distinctive areas—on abilities like creating deals leads or driving groups. The
circles exploit stage elements, for example, group discussions, record sharing spaces,
gathering surveying, and timetables that report occasions and guide accessibility.
Since the supporting programming has some inherent long range informal
communication ability, mentees can associate with others with next to no hands-on
help from HR; shared tutoring regularly begins to happen inside of a circle as it
develops. Supervisors much of the time offer tutoring obligations inside of a circle—
for occurrence, three officials may cooperate to instruct a gathering with respect to
nine workers. Eye to eye gatherings, telephone calls, and webcasts supplement the
web honing.

12
3. Anonymous Mentoring
This strategy utilizes mental testing and a foundation audit to coordinate mentees with
prepared tutors outside the association. Trades are directed altogether on the web, and
both the mentee and the tutor, who is normally an expert mentor or prepared official,
stay unknown. The engagement, for the most part paid for by the mentee's
organization, keeps going six to 12 months.
4. An edge for the whole organisation
Enhancing your organization's capacity to give representatives genuine, convenient,
and helpful honing won't advantage only your 20-something specialists.
All representatives need to feel esteemed, enabled, and connected with at work. This
is a major need, not a generational issue. What's more, however GenXers and
Millennials straightforwardly examine and even request more adaptability in their
occupations, Boomers and Traditionalists (otherwise called the "Quiet Generation")
need it as well, regardless of the possibility that they are less vocal about it. You can
think about the Millennials as pushing for change that all eras need to witness.
"Am I keeping on learning and develop?" is an inquiry that reverberates with
representatives of all ages. The way your association offers them some assistance with
answering that question may be your upper hand in drawing in, creating, and keeping
tomorrow'.

13
5. Situational coaching.
This model is similar to coaching. The mentee searches out a guide with mastery in a
particular territory. For instance, if the mentee needs to look over her business call
behavior, she may connect with one of the senior deals reps in the workplace for
direction and input. The intention is particular and the tutoring "relationship" is short
term, finished once the objective has been accomplished.

14
COACHING AND MENTORING
Coaching involves activities that expect to build up the abilities of the workers,
improve their inspiration level and empower them to comprehend the authoritative
destinations and their part in accomplishing those goals. Connor and Pokora (2012)
hold the conclusion that a chief coaching the representatives ought to recognize the
coaching needs of the faculty and offer them the obliged direction to fill in the hole in
the middle of expected and current execution.
Besides, the distinguishing proof of fitness and abilities is basic as it empowers the
mentor to offer the obliged preparing to clean up those aptitudes (Connor and Pokora,
2012). Then again, mentoring spotlights on preparing the great entertainers and setting
them up to further advance in their profession.
A typical illustration of mentoring is clear as succession planning and leadership
training. Hence mentoring has a long haul point of view, concentrating on adding to
the aptitudes of superior workers while coaching is important to prompt circumstances
and suitable in the setting where the management needs to create abilities among
normal or beneath normal entertainers.

15
Interview Transcripts
To support and validate the secondary research, we conduced four interviews with
students at MDI who have worked in the past & people who are currently working.
The transcripts of the interviews are as below. The transcripts are followed by analysis
in the conclusion statements.
I. Interview with Mr. Vikas Kumar Sharma, Asst. Manager,
Infrastructure and Project Department, Maruti Suzuki India Ltd. (Ex-
Employee)
Name: Mr. Vikas Kumar Sharma
Age: 24yrs
Gender: Male
Organisation: Maruti Suzuki India Ltd.
Designation: Asst. Manager, Infrastructure and Project
Workex: 2 years
Q1. Have you ever heard about a formal program in an organisation where there
are formally designed sessions for the outgoing and incoming CEO?
Answer: No.
Q2.Do you thing mentoring is important when the new CEO comes in and the ex-
CEO exits the organisation? What do you think could be the cons in such a
situation?
Answer: Yes, In case the newly appointed CEO is from a different industry it
becomes imperative that the new CEO is acquainted with the industry and the
economic environment for the industry to thrive.
As far as the cons for the mentorship process is concerned, the mentors may not be
very knowledgeable about the details to be shared with the new CEO. Besides the

16
mentor may not possess the requisite experience as compared to the CEO in such
matters, which may lead to problems in the entire process.
Q3. Would you as an HR professional consider a setting where the exiting CEO
functions as a chairperson, mentoring and guiding the new CEO? Do you see
yourself as mediator in setting such meetings as either side could be hesitant in
approaching each other?
Answer: Yes, this will ultimately help the HR department in succession planning. In
case the CEO resigns and the new CEO is yet to take charge, then the notice period
can be utilized in preparing the newly appointed CEO for the job functions that he or
she has to assume and take the company forward.
Q4. Do you as a millennial look for a mentor or mentors at your workplace?
Answer: Yes, this will help the millennial generation in knowing the company culture
in a better way. Moreover, the procedures followed the decorum of the company as
well as the rules and regulations can be better understood through this process.
Besides that, the individual departmental functions can be learnt in a better format
through mentorship process.
Q5. Would you like or did you have a formal mentorship program at your
workplace? If yes, did it help you? Did you face any challenges?
Answer: At Maruti Suzuki India Limited, there was an informal mentorship program
for all the Graduate Engineer Trainees (GETs). In this program, each mentor is
assigned four mentees so that the GETs can get acquainted with the company
information required for the job. These mentees are generally former GETs who are at
best two years senior to the new recruits.
Besides this program, there is also a formal coaching program wherein the mentors
become the reporting boss of the GETs.
Yes, this program did help in the initial learning phase in the organisation.
However, some problems associated with this program is that the mentors may not
allocate adequate time for the mentees. Moreover cultural differences between the
mentors and the allocated mentees may sometimes create rifts between the two.
Q6. Who gives you most career encouragement?

17
 Formally designated mentor at work
 Supervisor
 Spouse/partner
 Parents
 Co- worker
Answer: As far as career is concerned supervisors and co-workers give the most
encouragement.
Q7. Would you prefer peer to peer mentoring over traditional form of
mentoring?
Answer: No. This is because many a time the peers may also be equally ignorant
about the company policies as well as rules and regulations of the organisation.
Q8. Would you take the opportunity to meet an older mentor/ higher
management on a daily basis to fasten your career growth and learning?
Answer: Yes, this will help in networking within the company.
Q9.After being inducted as a front line manager of the company, were you
focusing on the big picture or getting departmental jobs your major goals?
Answer: I was more concerned with the departmental goals and their fulfillment. The
goals and aspirations of the company were important but not to a large extent.
Q10. Were you, as a rookie manager, comfortable to to and fro constructive
feedback?
Answer: Well, constructive feedback was not a big part of the company culture.

18
II. Interview with Ms. ChandrimaDhar, Project Manager, IT Production
and Sales, :Perview Services Limited, London (Ex-Employee)
Name: ChandrimaDhar
Age: 31 yrs
Gender: Female
Organisation: Perview Services Limited, London
Designation: Project Manager, IT Production and Sales
Workex: 2 years
Q1. Do you as a millennial look for a mentor or mentors at your workplace? Did
you have a formal mentorship program in your organisation? Please elaborate.
Answer: We did not have a formally designed mentorship program but the
organisation culture was such that it promoted mentoring both amongst colleagues as
well as higher management. We had an open door policy.
Q2. Who do you think would give/ gives most career encouragement?
 Supervisor
 Partner
 Parents
 Co- worker
Q3. Would you prefer peer to peer mentoring over mentoring by higher
management? Would you prefer a single mentor or multiple mentors?
Answer: I would prefer traditional form of mentoring that involves consulting higher
management. I think that would have more value addition. But, I do think there would
be problems in terms of scheduling and the obvious age gap. But, given an
opportunity I would like to enroll for such a program.
I do not think interacting with multiple mentors is possible because that requires a lot
of time investment and relationship building is a day to day process. I have not had

19
the opportunity to be such a situation as yet but if done the right way I do think it
would really provide better insights as a professional.
Q4.Have you ever heard about a formal program in an organisation where there
Answer: No, I have not heard of any such program. Our organisation did not have a
formal mentoring program for leadership transfer.
Q5. After being inducted as a front line manager of the company, were you
Answer: I think that depends upon the size of the organisation and the job role that an
employee would have. So, Preview limited had about 100 employees and there was a
lot of role shifting and employees were expected to be flexible. I myself thus handled
both IT production and sales. So, given the size of the organisation and role that I had
I did focus on the big picture for my work.
Q6. Were you, as a rookie manager, comfortable in to and fro constructive
feedback?
Answer: I had 20 employees working under me and the feedback was a mutual thing
and as I mentioned the culture promoted the same. Again, there was no formal
program or a forced responsibility to do that. The feedback was done as and when the
need arises and no formal date or schedule was set for it.

20
III. Interview with Mr. Malay Meher, Manager, Electrical and
Instrumentation Department, Lafarge India Private Limited
Name: Mr. Malay Meher
Age: 32yrs
Gender: Male
Organisation: Lafarge India Private Limited
Designation: Manager, Electrical and Instrumentation Department
Workex: 8 years
Q1. Have you ever heard about a formal program in an organisation where there
Answer: No.
Q2.Do you think mentoring is important when the new CEO comes in and the
ex-CEO exits the organisation? What do you think could be the cons in such a
situation?
Answer: Yes, on the off chance that the recently delegated CEO is from an alternate
industry it gets to be basic that the new CEO is familiar with the business and the
monetary environment for the business to flourish.
To the extent the cons for the mentorship procedure is concerned, the tutors may not
be extremely learned about the points of interest to be imparted to the new CEO.
Other than the tutor may not have the essential experience when contrasted with the
CEO in such matters, which may prompt issues in the whole process.
Q3. Would you as an HR professional consider a setting where the exiting CEO
functions as a chairperson, mentoring and guiding the new CEO? Do you see
yourself as mediator in setting such meetings as either side could be hesitant in
approaching each other?
Answer: Yes, this might prove to be beneficial to the organisation as a whole and the
expertise of the outgoing CEO needs to be tapped in.

21
Q4. What are your views/ ideas in easing out the transformation of leadership in
an organisation yet getting out the maximum from this change?
Answer: This can be a stage where the company actually undergoes various changes.
These changes can be in the form of leadership, style of functioning, management
practices as well as rules and regulations. In order to get the maximum benefit during
this change of hands, the incoming leader should take charge as soon as possible and
come to the fore quickly.
Q5. Do you as a millennial look for a mentor or mentors at your workplace?
Answer:Yes, this will offer the millennial era in knowing the organization some
assistance with culturing better. Additionally, the methodology took after the decency
of the organization and in addition the tenets and regulations can be better
comprehended through this procedure. Other than that, the individual departmental
capacities can be learnt in a superior organization through mentorship process.
Q6. Would you like or did you have a formal mentorship program at your
workplace? If yes, did it help you? Did you face any challenges?
Answer: When I joined the company, I already had a work experience of around 3
years in my previous company. Hence there was no formal mentoring/coaching for
me. However, I was kept on probation for a period of around six months. During this
month, I was given time to know about the company policies while at the same time I
had to deliver on my departmental objectives.
Q7. Who gives you most career encouragement?
 Supervisor
 Spouse/partner
 Parents
 Co- worker
Answer: Spouse and parents.
Q8. Would you prefer peer to peer mentoring over traditional form of
mentoring?
Answer: Yes, this can be helpful in many ways.

22
Q9. Would you take the opportunity to meet an older mentor/ higher
management on a daily basis to fasten your career growth and learning?
Answer: Yes, their expertise will be beneficial for younger managers like us..
Q10.After being inducted as a front line manager of the company, were you
Answer: There was equal effort from my side for achieving the bigger picture as well
as doing by pre-determined jobs of the department. This was mainly because, through
my departmental jobs, the company will benefit as a whole.
Q11. Were you, as a rookie manager, comfortable with to and fro constructive
feedback?
Answer: Yes, constructive feedback is an integral part of the system in the company.

23
IV. Interview with Mr. Vivek Kumar, Lead Associate, Commercial, Tata
Power
Name: Mr. Vivek Kumar
Age: 28yrs
Gender: Male
Organisation: Tata Power
Does your organization have a mentorship programme
Tata Power has tried to start a mentorship programme bu t did not sustain. Mostly
because of the lack of interest on both the ends. I think most of the coaching here
happens peer-to-peer.
Q1 What matter to you the most when it comes to mentoring
I think accessibility and genuine interest are the two things that matter the most at the
end. If my mentor has my interest at heart and is accessible to me, it is only up to me
to build the relationship.
HR can help by finding the right people and getting the right skills imparted to them.
Instead of looking for people with the most experience of the immediate senior, let the
mentors volunteer, and create avenues to increase accessibility.
Q2. What is your take on reverse mentoring in increasing accessibility
It is definitely a more evolved way of approaching mentoring or coaching. It would
increase my level of comfort & serve as an icebreaker in most situations. Plus it would
not feel as a one way feel of information and teachings, which I might feel indebted
for.
It happens at times that the as a mentee I feel apprehensive or hesitant to seek advice,
but if I have something to offer in return, it make the relationship more productive.
Q3. You mentioned you had heard about group mentoring. Would you rather be
in a group as a mentee or as an individual?
Taking the same point forward, I think group mentoring will reduce the obligation &
responsibility of one person to participate in the relationship.

24
I think it can give the mentees the necessary space to breathe at times. But the mentors
need to be watchful to take responsibility of not letting the personal relationship
waiver.
Q4. Do you think it offers a scope for peer-to-peer learning?
It may offer a chance to learn from others’ mistake. But we need to be cognizant of
the group dynamics and not rely entirely on group mentoring. In Indian corporate
culture, people may not be very comfortable sharing their concerns or asking for help
in a group setting. The group formation, although, has to be very deliberate.
This might prove to be highly useful for employees new to the company.
Q5. In this context do you think anonymous mentoring can help?
In the short run, to get the program started and instil an acceptability, the concept of
anonymous mentoring can prove to be extremely helpful. I believe the mentoring
programme in our company has failed time and again because the mentors are just not
interested, or do not seem to find the time and energy to invest in another individual.
If the process can be taken to a platform where the person can reply from home or
while travelling, it might just help. Plus I can anonymously share concerns that I may
otherwise not share
In the long run, however, there will be a need for a closer face-to-face relationship to
sustain the efficacy of the process and get real value out of it.

25
How Lafarge India does it
1. Initially when a GET (Graduate Engineer Trainee) joins an organization, he or
she undergoes CPDP (Cement Professional Development Program).
2. During this program, the GET is put under two mentors/coaches from his or her
department and transferred within the organization.
3. There are mid-term reviews done by plant manager, HR manager and
respective coaches.
4. After the final review, if the plant manager, HR manager and coach are
satisfied by the progress made by the GET, then he or she is promoted to the
post of Deputy Manager.
5. During this period, the GET has to go through a robust training in all
departments of the company.
6. The same is the process for DET’s (Diploma Engineer Trainee). However, no
formal name is given to the coaching/mentoring process in the case of a DET.
7. Moreover, DET’s are not transferred within the organisation. Rather, they are
recruited on a plant specific basis.
8. The mentors/coaches of the DET’s are expected to be more robust to the
mentees in terms of technical exposure as the DET’s would be the future
frontline engineers and would be appointed to be shift in-charge in due course
of time.
9. The entire process is monitored from global HQ of Lafarge which is located in
Paris, France.

26
CONCLUSION
From secondary research and the interviews conducted, the following points have
been ascertained that are critical to be kept in mind while mentoring or coaching
millenials.
1. Gen Yers wants to make work a part of life & mentors a family, and are highly
receptive to coaching.
2. Being overly directive does not help while being genuinely interested in the
mentoring process does.
3. Interview people appreciate the value of solution focused approach and
appreciative enquiry ways of coaching
4. Flexibility and aaptation in the methods of coaching and mentoring is key in
building and sustaining the relationship
5. Exploring alternative avenues such as usage of online portal and mobile apps
for stimulating and continuing interaction helps connect with the natural
inclinations of gen Y
6. Emergent techniques like reverse mentoring and anonymous mentoring may be
adopted as methods to break impasses in process of implementation problems.
7. Discussions in place of standard methods of presentations and one way
communication shall prove to be more effective in coaching.
8. Millenials prefer to be treated as colleagues not subordinates or juniors. Hence
talking & advising them directly shall help building credibility in the
relationship.

27
BIBLIOGRAPHY
http://www.generationy.com/about-generation-y-in-the-workforce/characteristics/
http://legalcareers.about.com/od/practicetips/a/GenerationY.htm
http://www.yourcareerguide.com.au/content/gen-y-workers-expect-equality-
coaching-and-support
http://www.coachingandmentoring.com/GenerationsExpectations.htm
https://www.credit-suisse.com/in/en/news-and-
expertise/economy/articles/news-and-expertise/2015/02/en/reverse-mentoring-
generation-y-coaches-baby-boomers.html
https://www.td.org/Publications/Blogs/Management-Blog/2014/03/Two-
Approaches-to-Mentoring-Generation-Y
https://www.careeredge.ca/ceoblog/developing-a-gen-y-coaching-culture/
https://hbr.org/2010/05/mentoring-millennials
https://www.techopedia.com/definition/28107/reverse-mentoring
http://www.forbes.com/sites/work-in-progress/2011/01/03/reverse-mentoring-
what-is-it-and-why-is-it-beneficial/
http://www.exponent.com/careers/professional_and_career_development/learn
_to_be_a_consultant/group_mentoring_program/
https://www.academia.edu/9704658/The_advantages_and_disadvantages_of_a
dopting_a_coaching_and_mentoring_system_in_an_organization
http://smallbusiness.chron.com/advantages-disadvantages-mentoring-
10888.html

Group 8 coaching and mentoring of millennials pms

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Andere mochten auch

Andere mochten auch (8)

Ähnlich wie Group 8 coaching and mentoring of millennials pms

Ähnlich wie Group 8 coaching and mentoring of millennials pms (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (18)

Group 8 coaching and mentoring of millennials pms