A project report on effectiveness of mentoring system in ongc

PROJECT ON
Mentoring System in ONGC
IN
OIL AND NATURAL GAS CORPORATION LIMITED

Submitted in partial fulfillment of MBA in HR

AMITY BUSINESS SCHOOL
AMITY UNIVERSITY UTTAR PRADESH
SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA.

Submitted By:-
M.B.A-HR
3rd Semester

Enrollment No:

Projectsformba.blogspot.com

DECLARATION
I, ……………., student of Masters of Business Administration from Amity
Business School, Amity University Uttar Pradesh, hereby declare that I have
completed the Summer Internship on

“EFFECTIVENESS OF Mentoring IN ONGC” as part of the course
requirement.
I further declare that the information presented in this project is true and
original to the best of my knowledge.

Date:

Place: Noida MBA Class of 2011

2


AMITY UNIVERSITY UTTAR PRADESH
AMITY BUSINESS SCHOOL
CERTIFICATE

I hereby certify that ……………, student of Masters of Business
Administration at Amity Business School, Amity University Uttar Pradesh
has completed Summer Internship on “EFFECTIVENESS OF
MENTORING IN ONGC ” , under my guidance.

FACULTY GUIDE
Department of HR

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ACKNOWLEDGEMENT

A summer project is a golden opportunity for learning and self development.
I consider myself very lucky and honoured to have so many wonderful
people lead me through in completion of this project.
My grateful thanks to ……………. who in spite of being extraordinarily
busy with his duties, took time out to hear, guide and keep me on the correct
path. I do not know where I would have been without him. A humble
‗Thank you‘ Sir.
He monitored my progress and arranged all facilities to make life easier. I
choose this moment to acknowledge his contribution gratefully.
My Faculty guide whose patience I have probably tested to the limit. She
was always so involved in the entire process, shared her knowledge, and
encouraged me to think. Thank you, Dear Madam.
I would like to thanks ……………………………………………… for her
efforts and help provided to me to get such an excellent opportunity.
Last but not the least there were so many who shared valuable information
that helped in the successful completion of this project.

Student Name & Signature:
Enroll. No:
Program: MBA(HR)-2011

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CONTENTS

Declaration

Certificate from Industry Guide

Certificate from Faculty guide

Acknowledgement

S.No. Chapter Name Page No.
1 Company Profile

2 Introduction To The Topic.
“EFFECTIVENESS OF MENTORING IN ONGC”

3 Research Methodology

4 Data Collection

5 Data Interpretation & Analysis

6 Suggestions, & Recommendations

7 Limitations

8 Conclusions

References

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COMPANY PROFILE

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HISTORY OF ‘ONGC’

1947-1960

During the pre-independence period, the Assam Oil Company in the
northeastern and Attock Oil company in northwestern part of the undivided
India were the only oil companies producing oil in the country, with minimal
exploration input. The major part of Indian sedimentary basins was deemed
to be unfit for development of oil and gas resources.

After independence, the national Government realized the importance oil
and gas for rapid industrial development and its strategic role in defense.
Consequently, while framing the Industrial Policy Statement of 1948, the
development of petroleum industry in the country was considered to be of
utmost necessity.

Until 1955, private oil companies mainly carried out exploration of
hydrocarbon resources of India. In Assam, the Assam Oil Company was
producing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50%
joint venture between Government of India and Burmah Oil Company) was
engaged in developing two newly discovered large fields Naharkatiya and
Moran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a
joint venture between Government of India and Standard Vacuum Oil
Company of USA) was engaged in exploration work. The vast sedimentary
tract in other parts of India and adjoining offshore remained largely
unexplored.

In 1955, Government of India decided to develop the oil and natural gas
resources in the various regions of the country as part of the Public Sector
development. With this objective, an Oil and Natural Gas Directorate was set
up towards the end of 1955, as a subordinate office under the then Ministry
of Natural Resources and Scientific Research. The department was
constituted with a nucleus of geoscientists from the Geological survey of
India.

A delegation under the leadership of Mr. K D Malviya, the then Minister of
Natural Resources, visited several European countries to study the status of
oil industry in those countries and to facilitate the training of Indian

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professionals for exploring potential oil and gas reserves. Foreign experts
from USA, West Germany, Romania and erstwhile U.S.S.R visited India and
helped the government with their expertise. Finally, the visiting Soviet
experts drew up a detailed plan for geological and geophysical surveys and
drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to
1960-61).

In April 1956, the Government of India adopted the Industrial Policy
Resolution, which placed mineral oil industry among the schedule 'A'
industries, the future development of which was to be the sole and exclusive
responsibility of the state.

Soon, after the formation of the Oil and Natural Gas Directorate, it became
apparent that it would not be possible for the Directorate with its limited
financial and administrative powers as subordinate office of the
Government, to function efficiently. So in August, 1956, the Directorate was
raised to the status of a commission with enhanced powers, although it
continued to be under the government. In October 1959, the Commission
was converted into a statutory body by an act of the Indian Parliament,
which enhanced powers of the commission further. The main functions of
the Oil and Natural Gas Commission subject to the provisions of the Act,
were "to plan, promote, organize and implement programmes for
development of Petroleum Resources and the production and sale of
petroleum and petroleum products produced by it, and to perform such other
functions as the Central Government may, from time to time, assign to it ".
The act further outlined the activities and steps to be taken by ONGC in
fulfilling its mandate.

1961-1990

Since its inception, ONGC has been instrumental in transforming the
country's limited upstream sector into a large viable playing field, with its
activities spread throughout India and significantly in overseas territories. In
the inland areas, ONGC not only found new resources in Assam but also
established new oil province in Cambay basin (Gujarat), while adding new
petroliferous areas in the Assam-Arakan Fold Belt and East coast basins
(both inland and offshore).
ONGC went offshore in early 70's and discovered a giant oil field in the
form of Bombay High, now known as Mumbai High. This discovery, along
with subsequent discoveries of huge oil and gas fields in Western offshore
changed the oil scenario of the country. Subsequently, over 5 billion tonnes
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of hydrocarbons, which were present in the country, were discovered. The
most important contribution of ONGC, however, is its self-reliance and
development of core competence in E&P activities at a globally competitive
level.

AFTER 1990

The liberalized economic policy, adopted by the Government of India in July
1991, sought to deregulate and de-license the core sectors (including
petroleum sector) with partial disinvestments of government equity in Public
Sector Undertakings and other measures. As a consequence thereof, ONGC
was re-organized as a limited Company under the Company's Act, 1956 in
February 1994.

After the conversion of business of the erstwhile Oil & Natural Gas
Commission to that of Oil & Natural Gas Corporation Limited in 1993, the
Government disinvested 2 per cent of its shares through competitive bidding.
Subsequently, ONGC expanded its equity by another 2 per cent by offering
shares to its employees.

During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstream
giant and Gas Authority of India Limited (GAIL) - the only gas marketing
company, agreed to have cross holding in each other's stock. This paved the
way for long-term strategic alliances both for the domestic and overseas
business opportunities in the energy value chain, amongst themselves.
Consequent to this the Government sold off 10 per cent of its share holding
in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government
holding in ONGC came down to 84.11 per cent.

In the year 2002-03, after taking over MRPL from the A V Birla Group,
ONGC diversified into the downstream sector. ONGC will soon be entering
into the retailing business. ONGC has also entered the global field through
its subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made major
investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon
revenue from its investment in Vietnam.

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ONGC – Leading National Oil Company of India

• Asia’s best Oil & Gas Company, as per a recent survey conducted by
US-based magazine ‘Global Finance’.

• Rank as the 2nd biggest E&P company (and 1st in terms of profits), as
per the Platts Energy Business Technology (EBT) Survey 2004.

• Ranks 24th among Global Energy Companies by Market
Capitalization in PFC Energy 50 (December 2004). [ONGC was
ranked 17th till March 2004, before the shares prices dropped
marginally for external reasons).

• Is placed at the top of all Indian Corporate listed in Forbs 400 Global
Corporate (rank 133rd) and Financial Times Global 500 (rank 326th),
by Market Capitalization.

• Is recognized as the Most Valuable Indian Corporate, by Market
Capitalization , Net Worth and Net Profits, in current listings of
Economic Times 500 (4th time in a row ), Business Today 500,
Business Baron 500 and Business Week.
Has created the highest-ever Market Value-Added (MVA) of
Rs.24,258 Crore and the fourth-highest Economic Value Added
(EVA) of Rs. 596 crore, as assessed in the 5th Business Today-Stern
Stewart study (April 2003), ahead of private sector leaders like
Reliance and Infosys. ONGC is the only Public Sector Enterprise to
achieve a positive MVA as well as EVA.

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• Is targeting to have all its installations (offshore and onshore)
accredited (certified) by March 2005. This will make ONGC the
only company in the world in this regard.

• Owns and operates more than 11000 kilometers of pipelines in India,
including nearly 3200 kilometers of sub-sea pipelines.
No other company in India operates even 50 per cent of this
route length.

• Crossed the landmark of earning Net Profit exceeding Rs. 10,000
Crore, the first to do so among all Indian corporate, and a remarkable
Net Profit to Revenue ratio of 29.8 per cent. The growth in ONGC’s
profits is not is solely due to deregulation in crude prices in India, as
deregulation has affected all the oil companies, upstream as well as
downstream , but it is only ONGC which has exhibited such a
performance (of doubling turnover and profits.)

• Has paid the highest-ever dividend in the Indian Corporate history.

• Its 10 per cent equity sale (India’s highest-ever equity offer) received
unprecedented Global investor recognition. This was a landmark in
Indian equity market, establishing beyond doubt, the respect ONGC’s
professional management commands among the global investor
community. According to a report published in ‘THE Asian Wall
Street Journal (Hong Kong),’ ONGC’s Public Issue brought in 20
Foreign Institutional Investors (FIIs) to India, as (it was reported),
‘they could not ignore the company representing India’s energy
security’.

• The Market Capitalization of the ONGC group (ONGC & MRPL)
constitutes 10 per cent of the total market capitalization on the
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Bombay Stock Exchange (BSE). ONGC has an equity weight age of
5 per cent in Sensex; 15 per cent in the nifty (the only Indian
corporate with a two-digit presence there); ONGC commands a 7 per
cent weight age in the Morgan Stanley Capital International (MSCI)
index.

• The growth in ONGC’s Market Capitalization (from Rs. 18500 crore
before May 2001 to Rs. 1, 25,000 crore in January 2004) is
unprecedented and except Wipro (who had a higher market
capitalization temporarily), no other Indian company (either in public
or private sector) has seen such a phenomenal growth.

• ONGC has come a long way from the day (a few years back) when
India and ONGC did not figure on the global oil and gas map. Today,
ONGC Group has 14 properties in 10 foreign countries. Going by the
investment (committed: USD 2,708 billon, and Actual: USD 1.919
billion), ONGC is the biggest Indian Multinational Corporation
(MNC).

• ONGC ended the sectoral regime in the Indian hydrocarbon industry
and benchmarked the globally –established integrated business model;
it took up 71.6 per cent equity in the Mangalore REFINERY &
Petrochemicals Limited (MRPL), and also took up a 23 per cent stake
in the 364-km-long Mangalore-Hasan-Bangalore product pipeline,
connecting the refinery to the Karnataka hinterland. By Turing around
MRPL in 368 days, ONGC has set standards of public sector
companies reviving joint (or private) sector companies, proving that in
business, professionals matters, not ownership.

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INDIA’S MOST VALUABLE COMPANY

• With a market capitalization having exceeded Rs 1 trillion, ONGC
retains its position as the most valuable company in India in various
listings.

• As per 5th business today Stern-Stewart study, ONGC was the biggest
Wealth Creator during 1998-2003 (rs 226.30 billion). It was again the
highest wealth creator during 1999-2004, as per Motilal Oswal
securities.

• ONGC’s mega public offer (India’s biggest –ever equity offer worth
more than rs 100 billion was over subscribed 5.88 times

• ONGC is the only Indian company to have earned a Net Profit of over
Rs. 10,000 crores (2002-03).

• The market capitalization of the ONGC group constitutes 8% of the
market capitalization of BSE.

• ONGC added 49.06 MMT of ultimate reserves of O+OEG during
2003-04 (including overseas acquisitions), maintaining the trend of
positive accretion for the third consecutive year.

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ORGANISATION CHART

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CHAIRMAN & MANAGING DIRECTOR

R S Sharma
Chairman & Managing
Director

FUNCTIONAL DIRECTORS

Dr. A K Balyan A K Hazarika D K Pande
Director (HR) Director (Onshore) Director (Exploration)

U N Bose
D K Sarraf Sudhir Vasudeva
Director (Technology &
Director (Finance) Director (Offshore)
Field Services)

SPECIAL INVITEE
GOVERNMENT
NOMINEE

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L M Vas
Sudhir Bhargava
R S Butola Addl. Secy. DEA
Additional Secretary,
Managing Director, OVL Ministry of Finance,
MoP&NG
Govt. of India

VISION & MISSION

To be a world-class oil and Gas company integrated in energy business
with dominant Indian leadership and global presence.

World class

Dedicated to excellence by leveraging competitive advantages in R&D
and technology with involved people.

 Imbibe high standards of business ethics and organization value.
 Abiding commitment to safety, health and environment to enrich
quality of community life.
 Foster a culture of trust, openness and mutual concern to make
working a stimulating and challenging experience for our people.
 Strive for customer delight through quality products and services.

Integrated in energy business

 Focus on domestic and international oil and gas exploration and
production business opportunities.
 Provide value linkages in other sectors of energy business.
 Create growth opportunities and maximize shareholder value.

Dominant Indian leadership

 Retain dominant position in Indian petroleum sector and enhance
India’s energy availability.

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HR Vision, Mission & Objectives

HR VISION

"To build and nurture a world class Human capital for leadership in energy
business".

HR MISSION

"To adopt and continuously innovate best-in-class HR practices to support
business leaders through engaged, empowered and enthused employees".

HR OBJECTIVE

 Enrich and sustain the culture of integrity, belongingness, teamwork,
accountability and innovation.
 Attract, nurture, engage and retain talent for competitive advantage.
 Enhance employee competencies continuously.
 Build a joyous work place.
 Promote high performance work systems.
 Upgrade and innovate HR practices, systems and procedures to global
benchmarks.
 Promote work life balance.
 Measure and Audit HR performance.
 Promote work life balance.Integrate the employee family into the
organisational fabric.
 Inculcate a sense of Corporate Social responsibilities among
employees.

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Strategic vision: 2001-2020

Focusing on core business of E& P, ONGC has set strategic objectives
of:

 Doubling reserves (i.e. accreting 6 billion tones of 0+OEG) by 2020;
out of this 4 billion tones are targeted from the Deep-waters.

 Improving average recovery from 28 per cent to 40 per cent.

 Tie-up 20 MMTPA of equity Hydrocarbon from abroad.

 The focus of management will be to moieties the assets as well as to
advertise the money.

LEVERAGING TECHNOLOGY
To attain the strategic objective of improving the Recovery Factor from 28
per cent to 40 per cent, ONGC has focused on prudent reservoir management
as well as effective implementation of technologies for incremental recovery
to maximize production over the entire life cycle of existing fields. Improved
oil recovery (IOR) and Enhanced Oil Recovery (EOR) schemes are being
implemented:

 In 15 fields including Mumbai offshore

 At a total investment exceeding us $2.5 billion.

 Yielding incremental 120 MMT of O+OEG over 20 years

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Stakes and subsidiaries

 MRPL known as Mangalore Refinery & Petrochemicals Limited
(100.6% equity stake)

 ONGC Videsh Limited (ONGC’s overseas arm)

 Indian Oil Corporation (9.6% equity stake)

 Mansarovar Energy Columbia Limited, a 50:50 joint venture between
OVL and SINOPEC of China.

 ONGC NILE GANGA BV, a wholly owned subsidiary of ONGC
Videsh Limited, incorporated in Netherlands.

 ONGC MITTAL ENERGY Ltd. Is a joint venture between OVL
(49.98) and Mittal Investment Sarl (48.02%), remaining 2% being
with SBI capital.

The Road Ahead

ONGC is entering LNG (regasification), Petrochemicals, Power
Generation, as well as Crude & Gas shipping, to have presence along the
entire hydrocarbon value-chain. While remaining focused on its core
business of oil & gas E&p, it is also looking at the future and promoting an
applied R&D in alternate fuels (which basically to exploit the core
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competency of the organization- knowledge of hydrocarbons, gained over
the five decades.

New Business

ONGC has also ventured into coal methane (cbm) and underground coal
gasification (ucg);CBM production would commence in 2006-07 and UCG
in 2008-09.ONGC is also looking at Gas Hydrates, as it is one possible
source that could make India self-sufficient in energy , on a sustained basis.

Competitive strength

 All crude’s are sweet and most (76%) are light, with sulphur
percentage ranging from 0.02-0.10, API gravity ranging from
26-46 and hence attracts a premium in the market.

 Strong intellectual property base, information, knowledge, skills
and experience.

 Maximum numbers of Exploration Licenses, including
competitive NELP rounds

 ONGC owns and operates more than 11000 kilometers of
pipelines in India, including nearly 3200 kilometers of sub-sea

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pipelines. No other company in India operates even 50 percent
of this route length

ONGC’S ACHIEVEMENTS

 Prime minister hands over the ‘public sector of the year’ award to
ONGC for the year 2005.

 ONGC has bagged the business standard star public sector
company award for 2004, in the public sector category.

 ONGC secures awards for its safety initiatives. ONGC’s high
standards in safety, both in its offshore and onshore petroleum
operations have got it the safety initiatives award, constituted by
the institution of engineers (India).

 ONGC receives biggest wealth creator award. ONGC received
biggest wealth creator award amongst all the companies listed on
Indian stock exchanges. C&MD Mr. Subir raha accepted the
award on behalf of 38004 ONGCians colleagues from ovl, mrpl
& ONGC mileage by, at an exclusive function organized in
Mumbai on January India limited presented the award.

 ONGC bags NPMP awards in creativity and finance.
ONGC’s production engineers dominated the stage in the
“creativity and innovation” category of NP awards for 2001-02,
which was distributed by the petroleum minister Mr. Ram Naik on
July 3, 2003.
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SWOT ANALYSIS OF ONGC

Strength

 ONGC is the only company in India who is involved in offshore
construction activities related to oil and gas projects for more than two
decades.
 It has rich experience over the last 25years in its execution and
possesses abundant data associated with these projects.
 ONGC contributes 90% of Indian crude oil production.
 The organization possesses highly skilled manpower at a low cost.
 The operational cost of ONGC is among the lowest in the world and
its reserve level is equivalent to 23 years of production.
 ONGC can boost of installing 28 processor platforms, 132 wall
platforms and more than 4,000-km submarine pipelines.
 Another area of strength of ONGC is its commitment and quality of
maintenance of management.

Weaknesses

 The purchase procedure of ONGC does not lead to feasible and past
purchase decisions.
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 It is highly regulated by the government therefore the functioning of
the organization, as a commercial organization is restricted or
constraint.
 Behavior of the certain reservoirs in Mumbai has not been in the line
with expectation, which would enroll investment in future.
 There has been no major discovery in the past.

 There is lower realization per barrel as compared to international
prices.

Opportunities

 The number of sedimentary basins in India is about 26, out of which
17 have been discovered. Moreover, production has been commenced
in 6 of them.
Hence, there are tremendous opportunities for growth in the future.

 Oil exploration and development has been open to the private sector,
hence ONGC can overcome resource crunch by setting up joint
venture with foreign companies.

 ONGC has already obtained marketing rights for transportation fuels;
this opens the opportunity to augment ONGC’s profitability through
value addition customer and retail marketing.

Threats

 The unemployed basins are of acreage and would increase ONGC’s
funding as development cost.

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 With opening of the oil exploration and development sector to the
private sector, there has been an increase in the international
competitiveness.

 International crude oil price are highly volatile and any sharp down
turn would affect the profitability of the organization.

INTRODUCTION TO THE TOPIC

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“MENTORING”

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RESEARCH OBJECTIVE
Mentoring is a dynamic and reciprocal relationship in a work environment
between an advanced career incumbent (Mentor) and a beginner (Mentee)
aimed at promoting the career development of both.

A mentor is someone who helps to develop the individual potential,
capability, judgment and wisdom. It is a more personal involvement than
coaching which aims to competence and help with tasks and the acquisition
of skills. In the highly competitive and new changing world of today the
need for having a mentor has increased many fold who can navigate their
disciplines through all kinds of rough weather directing their activities and
concentrations towards their goal mentoring contribute too to social
development of creating awareness, enhancing knowledge, promoting
sociability and sense of community living and making people conscious of
their surroundings and development of organizational effectiveness.

Mentoring is an effective strategy in building professional, technical and
management skills and employee confidence through cooperative and
collaborative endeavor. It can reduce the fear and anxiety of the employees
and can develop a culture of high performance by ensuring support and their
contribution. The objective behind the mentoring program in industry that
focuses on establishing a mutually beneficial relationship between
management and workers to enhance an organization's ability to align
employees' career development with the goals of the organization. The
success of mentoring program lies in its effectiveness.The research aims to
analyse the “Effectiveness of Mentoring Program at ONGC”.

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Mentoring
The word “Mentor” comes from an ancient Greek mythology where
Odysseus, king of Ithaca, asks Mentor to act as his son’s guardian while he
is away at the battle of Troy. Mentor acted as model, teacher, adviser,
counselor and guide for the son and prepared him for his leadership roles in
the future.

Mentoring is a dynamic and reciprocal relationship in a work environment
between an advanced career incumbent (Mentor) and a beginner (Mentee)
aimed at promoting the career development of both.

Thus mentor is someone who develops another person through tutoring,
coaching and guidance.

The concept of mentoring has undergoes rapid changes from a classical view
to modern view.

Classical concept of mentoring includes.

• Knowledge transfer
• Wise counsel
• Practical know-how
• Intellectual capital
• Advice
• Guidance

Modern concept of mentoring includes.

• Make creative contribution
• Utilize unique diversity
• Fulfill dreams and passions
• Pursue goals and initiative.

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Definition
Mentoring comes from the Greek word meaning “enduring”-is defined as a
sustained relationship between a youth and an adult.

As a technique of HRD, mentoring has been in existence since the dawn of
civilization. The culture of mentoring dates back to ancient Greece, when
odysseys entrusted his friend mentor with the responsibility of thus teaching
his son Tetemacher and the word mentoring came into existence.

Mentoring is defined as “The use of an experienced individual (The Mentor)
to teach and train someone (The Protégé) with knowledge in a given area.
-Timotty Newby.

“Is a supportive and nurturing relationship between an expert and novice”
-B.H.Owens

“Guiding of a novice in professional development and the journeying
together toward professional excellence”.
-Christensen

"Mentoring is an alliance,that creates a space for dialogue,that results in
reflection, action and learning.”

“Mentoring – developing insight to turn hindsight into foresight!”

“Mentoring is a synergetic relationship - two or more people, engaged in a
process that achieves more than each could alone.”

“Mentoring involves primarily listening with empathy, sharing experience,
professional friendship, developing insight through reflection, being a
sounding board, encouraging”.

David Clutterbuck

“Mentoring is linking an experience person with a less experience person to
help their personal and professional growth”

-Vickie L.Nadolski

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On analytical study of the above definitions, we may conclude
that:

1.Mentoring is a partnership. It is not the relationship between an
employee and his manager.

2. Partnership is collaborative. The mentor and the mentee have to work
together to determine what objectives the partnership aims and how it
will achieve those objectives.

3. Partnership is mutually benefical..Mentoring works because both
parties gain from the relationship .The mentee gains knowledge, skills
and experience. The mentor gains personal and professional
satisfaction from being able to share valuable skills, knowledgde and
experience.

Thus mentoring is a dynamic, two way process between mentor and
mentee,in which the specific purpose is to facilitate development, change or
transition.Through this process mentees are encouraged to reflect on their
own experiences ,reach their own conclusions,explore future options and
define their own directions,whilst recognising the constraints in which they
are working.

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Characteristics of Mentoring
• Mentoring requires a high degree of mutual trust between the mentor
and the mentee.

• Effective communication is key to success of mentoring program.

• Availability of mentor to help the mentee is necessary for the success
of mentoring.

• Mentoring should have predicatability; otherwise it will become an
uncertain event.

• Mentor and mentee must have high level of mutual respect

• Self-esteem and confidence is necessary for effective mentoring.

• Mentoring is essentially a systematic process of partnership building.

908

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Matching of Mentors and Mentees Involves:

1. Personalities of mentors and mentee must be compatible so as to avoid
potential personality clashes.

2. There should be a high probability that mentors and mentee would
work together and that the relationship will be productive.

3. Voluntary participation and self-initiated pairing of mentors and
mentee must be encouraged.

From the above disussions, we may conclude the relationship between
mentors and mentees as depicted below:

Mentee

Mentor Manager
Relationship between Manager, Mentor and Mentee

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Principles of Mentoring

The effectiveness of mentoring relationship is based upon the following
principles.

Reciprocal Exchange

Each participants is responsible for the success of the
relationship.Therefore,it is highly desirable for both to discuss and
clarify their respective roles and their associated responsibilities.

Mutual Trust and Respect

Since it is a relationship of assistance and learning confidently is
essential and must be respected, without it, the relationship could be
superficial and unsuccessful.

Mutually Beneficial

To both mentors and mentees is one of the main motivation factors in
a mentoring relationship. Mentoring allows for personal, professional,
and organizational development.

Dynamic in Nature

Mentoring describes the relationship .As the organizational needs and
situations continuously chane, so do the mentoring relationship.

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Parties Involved in Mentoring
There are two parties involved in the mentoring process.

• The Mentor
• The Mentee or Protégé.

The Mentor

Mentors provide their expertise to less experienced individuals in order to
help them advance their careers, enhance their education, and build their
networks. Many of the world's most successful people have benefited from
having a mentor including:

• Business people - Freddie Laker mentored Richard Branson
• Politicians - 8 mentored 099098
• Directors - 09 mentored 098 at 089
• Actors - 00909 mentored 0988
• Music - 09098 mentored 09
• Athletes - 089 (five-time Tour de France winner) mentored 000089
(seven-time Tour de France winner).
• Soccer - 00000000000000000890909 mentored 809
• Movies - Obi-wan Kenobi mentored Anakin Skywalker and his son
Luke Skywalker
• Video Games - The Boss mentored Naked Snake. The latter's (Genetic) son,
Solid Snake, mentored Raiden.

The Mentee or Protégé.

The student of a mentor is called a protégé or mentoree. More accurately, for
the recondite, the protégé would be called the telemachus (pl. telemachuses
or telemaches). Sometimes, the protégé is also called a mentee. The -or
ending of the original name Mentor does not have the meaning of "the one
who does something", as in other English words such as contractor or actor.
The derivation of mentee from mentor is therefore an example of
backformation .

The Qualities of a Mentor
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Personal qualities

• good interpersonal and communication skills
• approachable
• empathy
• good listening skills
• a genuine desire to help others
• an open mind and flexible attitude
• is supportive without being controlling
• can give guidance to a mentee without making their decisions
• will always give honest answers
• doesn‘t apportion blame but looks to find solutions
• actively questions the mentee
• ability to probe and challenge
• willingness to debate and discuss
• has realistic expectations of themselves and others
• good organizational skills.
•
Professional skills

• excellent teacher practitioner
• knowledge and experience of the mentee‘s new area of work
• knows organisational routines, procedures and policies
• enthusiastic about teaching
• can offer a range of perspectives and teaching and learning techniques
• can make suggestions informed by their own expertise and experience
• can empower the mentee with the knowledge gained from their
experience
• can help the mentee to identify practice which meets professional
requirements.

The Advantages of Mentoring
37


For the mentee, mentoring provides:

• a point of personal contact other than faculty advisors/course
instructors
• a source of support and guidance
• a critical friend with whom weaknesses can be explored and addressed
and achievements shared and built upon
• regular meetings in which specific issues and ideas can be discussed
and developed
• a chance to explore teaching and learning in a non-assessed and non-
threatening environment
• a smoother transition into the workplace

For the mentor, mentoring provides:

• a catalyst to reflect upon one‘s own practice
• a way of developing personal and professional skills further
• opportunities to network with other professionals
• job satisfaction and increased self-esteem
• new opportunities for career and professional development

Mentoring Programme
38


Mentoring is a tool that organizations can use to nurture and grow their
people. It can be an informal practice or a formal program. Protégés observe,
question, and explore. Mentors demonstrate, explain and model. The
following assumptions form the foundation for a solid mentoring program.

• Deliberate learning is the cornerstone. The mentor's job is to
promote intentional learning, which includes capacity building
through methods such as instructing, coaching, profiding experiences,
modeling and advising.
• Both failure and success are powerful teachers. Mentors, as leaders
of a learning experience, certainly need to share their "how to do it so
it comes out right" stories. They also need to share their experiences
of failure, ie., "how I did it wrong". Both types of stories are powerful
lessons that provide valuable opportunities for analyzing individual
and organizational realities.
• Leader need to tell their stories. Personal scenarios, anedcotes and
case examples, because they offer valuable, often unforgettable
insight, must be shared. Mentors who can talk about themselves and
their experiences establish a rapport that makes them "learning
leaders."
• Development matures over time. Mentoring -- when it works -- taps
into continuous learning that is not an event, or even a string of
discrete events. Rather, it is the synthesis of ongoing event,
experiences, observation, studies, and thoughtful analyses.
• Mentoring is a joint venture. Successful mentoring means sharing
responsibility for learning. Regardless of the facilities, the subject
matter, the timing, and all other variables. Successful mentoring
begins with setting a contract for learning around which the mentor,
the protégé, and their respective line managers are aligned.

39


Mentoring Techniques
Since the focus of mentoring is to develop the whole person, the techniques
are broad and require wisdom in order to be used appropriately.

A study of mentoring techniques most commonly used in business was
published in 1995 under the title Working Wisdom. In the study, five major
techniques or "wisdom tactics" were found to be used most commonly by
mentors. These are:

1. Accompanying: This means making a commitment in a caring way.
Accompanying involves taking part in the learning process by taking the
path with the learner.

2. Sowing: Mentors are often confronted with the difficulty of preparing the
learner before he or she is ready to change. Sowing is necessary when you
know that what you say may not be understood or even acceptable to
learners at first but will make sense and have value to the mentee when the
situation requires it.

3. Catalyzing: When change reaches a critical level of pressure, learning can
jump. Here the mentor chooses to plunge the learner right into change,
provoking a different way of thinking, a change in identity or a re-ordering
of values.

4. Showing: this is making something understandable, or using your own
example to demonstrate a skill or activity. You show what you are talking
about, you show by your own behavior.

5. Harvesting: Here the mentor focuses on “picking the ripe fruit”: it is
usually learned to create awareness of what was learned by experience and
to draw conclusions. The key questions here are: "What have you learned?"
"How useful is it?"

Different techniques may be used by mentors according to the situation and
the psychological mindset of the mentee.

40


Types of Mentoring

• Natural Mentoring
• Supervisory Mentoring
• Situational Mentoring
• Informal Mentoring
• Formal Mentoring

1. Natural Mentoring
Natural Mentoring occurs all the time and always has been there. It
happens when one person (usually senior) reaches out to another, and a
career-helping relationship develops.
Research shows this type of mentoring most often occurs between people
Who have a lot in commom.This is because we are usually more
comfortable with ourselves those who are most like.

2. Supervisory Mentoring
In the work place this type of mentoring is very important. All supervisors
should mentor their subordinates. Supervisory mentors share valuable
information about the organization and provide meaningful work and
development learning opportunities.
.
3. Situational Mentoring
Situational Mentoring is the right help at the right time. It is those
connections that help to solve a problem or uncover hidden talent.
situational mentoring is usually short-lived and happens for a specific
purpose.

4. Informal Mentoring
Informal mentoring is a type of mentoring connection most employees
can built relate to and have previously experienced. It is an informal
mentoring relationship on mutual trust, respect and the sharing of ideas
and experiences.

41


5. Formal Mentoring
Formal mentoring is comprehensive and includes a facilitated matching
process, formal training and clear goals for measuring success. Formal
facilitated mentoring programmes are structured programmes in which an
organization matches mentors with mentees.

Functions of Mentoring

1. To provide direct assistance to the mentee.

2. To provide emotional and psychological support to mentees.

3. To act as a role model to the mentee

4. To give advice and guidance to mentees

5. To act as a coach to mentees

6. To develop and refine mentees understanding of content and ability to
reach content to a particular audience.

42


Phases of a Mentoring Relationship
The mentoring relationship typically has four distinct phases:

1. ORIENTATION - BUILDING THE BASE

During the first three to six months, both the mentor and protégé are
getting to know each other, and building trust. At this time, both the
protégé and the mentor are developing expectations of each other. The
interaction which occurs at this stage will lay the foundation for a
strong and benificial relationship.

2. THE MIDDLE PERIOD

The middle phase is typically the most rewarding time for both mentor
and protégé. The mutual trust which has developed between the two
can give the protégé the confidence to challenge the ideas of the
mentor, just as the protégé's ideas will be challenged by the mentor.

3. DISSOLVING THE RELATIONSHIP

Typically, the relationship begins to draw apart after a year or two. It
is important, at this stage that the mentor steps back from the formal
relationship to discuss together with the protégé, how they wish to
continue their relationship.

4. REDEFINING THE RELATIONSHIP

The mentor-protégé relationship enters a new phase, where both
parties can regard one another as equals. They continue to have some
form of interaction, although it is now on a more casual basis.

MENTORING AND COACHING
43


(SIMILARITIES & DIFFERENCES)

Both processes enable individuals (and therefore organisations) to achieve
their full potential and therefore share many similarities.

Similarities:

1. Facilitates the exploration of needs, motivation, desires, skills and
thought processes to assist the individual in making real, lasting
change.
2. Uses questioning techniques to facilitate employees own thought
processes in order to identify solutions and actions rather than taking a
wholly directive approach.
3. Supports the employee in setting appropriate goals and methods of
assessing processes in relation to these goals.
4. Observes listens and ask questions to understand the employees
situation.
5. Creatively applies took and techniques ,which may include one-to-one
training facilitating,counseling and networking.
6. Encourages a commitment to actionand the development of lasting
personal growth and cahne

However, there are three key differences, which influence choosing the most
appropriate intervention.

Differences

1. Qualifications and Experience
Coaches do not need any specialist experience within the area in which their
client requires support and as such, do not offer ‘advice’. They are skilled in
questioning and listening (as are many mentors) but it is the coach’s role to
enable individuals to find answers within themselves.
Mentors are usually experts within a particular field and have a wide-ranging
and recognised wealth of experience within the field in which they are
advising and supporting others. Nonetheless, mentors should be skilled and
experienced in managing relationships and communication processes.

2. Focus
44


Coaching intends to improve and develop work-related skills and
knowledge, which are often performance related. It concentrates on specific
issues (goals) with clear outcomes. It is the coaches’ role to enable the
individuals to find answers within themselves and is dependent upon each
individual's motivation to succeed.The focus of a mentoring relationship is
more on developing individual and work-related capability and talent. It
often forms part of management or career development programmes. It has a
structure but less ‘defined’ outcomes than specified for coaching. The
mentor supports and guides the individual as part of a development path,
which ‘opens doors, shares experiences and widens networking systems’.

3. Timing
Coaching is usually a ‘time bound’ relationship with a defined duration to
meet the specific goal identified. Individuals will often use the same coach to
support them with different issues.Mentoring relationships can go on for a
long time, seeing progress through many stages and often survive through
numerous relocation and career changes.However, the success of either of
these interventions is dependent upon the skills of the provider, often left to
managers according the CIPD survey, who may not have the capacity or the
ability to deliver.

45


MENTORING IN ONGC

BACKGROUND

ONGC had embarked on a developing in-house mentoring initiative in
2008-2009.Looking into the need of wider coverage of the initiative, ONGC
decided to continue the initiative for creating additional mentors for the year
2009-2010.

The objectives of the mentoring initiative as identified by ONGC were as
follows:

 To develop a corporate mentoring programme, which will be
custom designed by an independent agency to meet ONGC’s
needs and goals, keeping in view its culture, the specific nature
of its business, and diverse working conditions.

 To train internal team members to ensure long term continuity
in mentoring initiative and development of in house
competency.

In july 2009, ONGC had raised a tender inviting independent agencies to
undertake the mentoringinitiative for the year 2009-2010 which included
conducting Mentoring Skill Training programmes for the middle level
executives of ONGC, developing customized mentoring methods and
processes to be deployed by training executives during the mentoring
journey, development of monitoring and accredition processes of mentors.

Hero Mindmine Institute Limited (HIML) emerged as the successful bidder
and was informed about the same by ONGC on 11th August,2009.
The first meeting between HMIL and ONGC’s HR Initiatives group was
held on 24th August 2009.During the meeting,the road map of the mentoring
intervention was discussed in detail and finalized.

This report gives the snapshot of the processes followed for this initiative,
details of mentors who are accredited and few suggestions for improving the
efficacy of the initiative.

46


BRIEF ON MENTORING
1. What Is Mentoring?

a) Mentoring is one of the fastest growing methods of developing skills
and talent in the organization.It can be seen as the most intimate of
learning approaches.It is a means of assisting transitions in thinking
patterns of mentee.No one starts in life as a gold medalist,not even the so-
called athlete. An athlete develops into a superstar through hardwork and
practice,which is true for every top performer in every field. A mentor
has the responsibility of guiding the mentee towards excellence.

b) Mentoring is a partnership where an experienced person invests time,
know-how and effort into enhancing the mentee’s growth, knowledge
and skill. People have a propensity to perform at a level far below their
potential capability in their zone of comfort. The same people will
perform with exemplary efficiency in a crises situation. Hence the
mentor’s role is to demand, always and everytime, more of the
menteethan what the mentee percievesas his peak level of competence.

c) Mentoring is all about giving people broader outlooks, more things to
consider. It is for career planning, succession planning and retention.
People want to be around people who are exceptional.

d) It is important for the mentor and mentee to engage in reflective
thinking throughout the process of mentoring. The mentor, reflecting
critically on his or her own prior learning experiences and the mentee’s
critical reflection should be on the current learning experiences.

e) First, the line managers must understand that mentoring is a part of a
broader organizational commitment to empower employees, to develop
their capacity for learning and leadership, and to increase their
confidence and commitment to contribute to the organization.
Mentoring programmes hence improve the initiative and
productivity of employees and lighten the manager’s workload.

47


2.What are the expectations from ONGC Accredited Mentors:

a) Mentors will help to build a climate of trust in the organization.

b) They will facilitate mentees’ integration into the organization by
providing mentees with a trusted advisor for advice and information-
confidential sounding board for ideas.

c) Mentors will help mentees to develop management and leadership
skiils. They will help improve networking, communication, and
relationships in the organization.

d) Mentors will increase mentees’ morale and motivation and will help
the organization in discovering mentees’ talents thus building a
continuous learning organization.

e) Mentors will help develop mentees’ strengths.

f) Mentors will check mentees’ assumptions.

g) Mentors will clarify misunderstandings and offer positive and
constructive feedback.

h) Mentors will generate workable solutions together in a mutually
respectful way.

i) Mentors will motivate, advise and support whilst empowering
someone to make their own decisions and take responsibility for their
own actions and development.

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SECTION 3: MENTORING JOURNEY AT ONGC IN 2009-2010

A: DEVELOPING MENTORING SKIILS

1. ONGC’s HR Initiatives Group had identified the potential mentors
from various locations of the organization.

2. Hero Mindmine Institute Limited coducted two 3-days customized
mentoring skill workshops for the potential mentors of ONGC on
26th-28th and 29th-31st October 2009.

3. During the 3-day workshops leader of HIMA explained the concept
of mentoring to the participants, focusing on the history of mentoring,
Difference between Coaching, Mentoring, Counseling, Consulting and
Therapy. The participants were explained the mentoring process
Through simulating mentoring practice sessions and self awareness
through assessments. They also underwent extensive sessions on the
skills of power listening, asking powerful questions, and providing
mentoring duing mentoring sessions.

4. The participants of the workshop were provided with mentoring tools
and instruments to use during the sessionsto assist them in the
mentoring process. Some of the tools given to them were:, Johari
Window, set of powerful questions, SPIRO-M instrument, SWOT
Analysis, Learning Styles Inventory, Career Planning etc.

5. The mentors were briefed on the ONGC mentoring process and the
accredition process. At the end of the workshop, the mentors were
asked to select 3 mentees each from their locations of work. It was
adviced that the mentee should ideally be from their discipline, but
should be working under them. The mentors, who were unable to
select mentees on their own, were assigned mentees by the HR
Initiatives Group. It has been observed that the mentoring process
started very fast and also the effectiveness of mentoring was very
high, when the mentors selected the mentees on their own after
discussion with their peers and reporting officers.

6. HMIL conducted programs at various locations to sensitize employees
of ONGC on the importance of mentoring and to create awarenees on

49


mentoring as well as create an appreciation on impact of mentoring
culture in ONGC.

B: HAND HOLDING

1. Each mentor was given a Mentor Diary and three Mentee Diaries on
the final day of the Mentoring Skill Workshop to record the details of
the mentoring sessions. The copies of the diaries have been submitted
separately. During the mentoring journey, mentees were in contact
with HMIL regularly to get guidance, share their experiences,
clarifying the process and also requesting additional resources.
Accordingly, HMIL provided them articles and videos as well as
queries were resolved through phone calls and emails.

2. HMIL’s facilitator met ONGC mentors at different locations and spent
30-60 minutes on a one to one basis to understand any difficulties
faced by them during sessions and for providing additional material.

3. The mentors were given guidelines on how to embark on their
mentoring journey. Some of the guidelines given to the mentors
during the training, and also mentioned in the mentor diary, are given
below:

The following are some suggestions for the first meeting:

 Share your background, including some information on why
you made some important life and career choices. Your
openness as a mentor, as senior person will help in building the
rapport. Try to share something about a difficult time in your
career, so your mentee will be comfortable in sharing similar
information.

 Explain why you were interested in being a mentor. Ask your
mentee what he or she is looking for in a mentor.

 Ask e few questions about your mentee’s current experience,
such as,

o Why did he/she choose this field?
50


o What are some short-term goals for him/her?
o What skills does he/she wants to develop for future
personal and professional growth?

 Agree on ground rules about how often you will communicate,
how quickly you will be able to respond, and what level of
confidentiality is expected.

 Set up a date for your next meeting or phone call.

 Build on success.do the following after every success:

o Set aside time to reflect on the success.

o Ask your associate what made it a success. Was it
organizational skills, technical expertise, knowledge
base, co-workers, communication skills? Talk about what
worked so she/he can capitalize on it.

o Ask if the success factor could be strengthened. Are there
other projects or relationships or knowledge that would
benefit him/her for future actions?

o Ask where else she could apply this success factor. Are
there other projects or situations in her life where she
might experience the kinds of success she has just
experienced?

o Think about who else needs to learn this success skill?

o Are there people she works with who could benefit from
this skill so that the team could better work together?

C: ACCREDITATION OF MENTORS
51


1. At the end of the mentoring sessions, an evaluation was conducted
by HMIL to assess the mentoring skills of ONGC mentors. HMIL
identified the mentors who were accredited to become ONGC
Mentors.

2. The criteria for accreditation included the following points:

a) Number of mentoring sessions: Initially, mentors were
adviced to conduct 8 sessions with each mentee. However,
looking into operational constraints of availability of mentors
at their workplace as well as mutual convenience of mentors
and mentees, actual working days from the starting of
mentoring and accreditation timeline, it was finally decided
that a minimum of 6 sessions should be conducted for at least
two mentees to be considered for accreditation, subject to
fulfilling of other criteria.

b) Deployment of Mentoring Skills: It is important for ONGC
mentors to deploy the mentoring skiils effectively during the
mentoring sessions. This is evaluated through by examining
the mentoring sessions reports recorded in the Mentor Diary,
where the mentors have recorded the session details at the end
of each mentoring session.

c) Effectiveness of Mentoring: This is the most important aspect
of evaluation of mentors for accreditation. The effectiveness
of the mentoring can be measured based on how the mentee
got benefited from the mentoring journey in terms of their
own professional growth, their personal gains, the effect on
their performance at the workplace, and finally what they
achieved as a whole. To assess this aspect, a report from the
mentee was collected by HMIL directly.

52


REVIEW OF LITERATURE

53


Measuring the Effectiveness of Faculty Mentoring Relationships
Ronald A. Berk, PhD, Janet Berg, MS, RN, Rosemary Mortimer, MS,
MSEd, RN, Benita Walton-Moss, DNS, RN, and Theresa P. Yeo, MSN,
MPH, RN

“Mentor” is a term widely used in academic medicine but for which there is
no consensus on an operational definition. Further, criteria are rarely
reported for evaluating the effectiveness of mentoring.This article presents
the work of an Ad Hoc Faculty Mentoring Committee whose tasks were to
define “mentorship,” specify concrete characteristics and responsibilities of
mentors that are measurable, and develop new tools to evaluate the
effectiveness of the mentoring relationship. The committee developed
two tools: the Mentorship Profile Questionnaire, which describes the
characteristics and outcome measures of the mentoring relationship from the
perspective of the mentee, and the Mentorship Effectiveness Scale, a 12-item
six-point agree–disagree-format Likert-type rating scale, which evaluates 12
behavioral characteristics of the mentor. These instruments
are explained and copies are provided. Psychometric issues, including
the importance of content-related validity evidence, response bias due to
acquiescence and halo effects, and limitations on collecting reliability
evidence, are examined in the context of the mentor–mentee relationship.
Directions for future research are suggested.

54


Mentoring programmes for academic staff at the Polytechnic of
Namibia
Sylvia N. Naris and Wilfred I. Ukpere*
Faculty of Business, Cape Peninsula University of Technology (CPUT),
Room 22, Commerce Building, P. O. Box 1906,
Bellville, Cape Town, South Africa.
Accepted 29 December, 2009

Mentoring enables staff to acquire skills needed to progress successfully in
their work environments. The main objective of the study was to establish if
staff members at the PoN are interested in the concept of introducing
mentoring programmes. Policies adopted by tertiary educational institutions
play a key role in determining the future of an institution. The enquiry
employed a case study approach because it dealt with a specific institution in
Namibia. A triangulation method was utilised to solicit information from
academics, administrative and support staff by conducting semi-structured
interviews with HoDs and sectional heads. A closed-ended questionnaire
was distributed to 230 staff members of which 130 responded, which gave a
considerable satisfactorily response rate of 65%. Research proved
conclusively that formal mentoring programmes be introduced for academic
staff members. A total of 86.9% of staff members supported the idea of
introducing mentoring programmes. Therefore, the researchers
recommended that the PoN should introduce an effective formal mentoring
programme for junior academic staff members. The study only involved
Namibians and permanent resident staff that have been employed at the
institution, and hence excluded non-Namibians, who are appointed on
contract. It will be in the best interest of PoN that a study should be
conducted to investigate the views of non-Namibians regarding mentoring
programmes. In future when formal mentoring programmes are introduced, a
study should be conducted regarding effects of mentoring programmes on
junior staff member’s job performance. This paper offers PoN management
an insight into the views of employees regarding mentoring programmes.
The value of this paper is that it would benefit the institution, which finds it
difficult to attract and retain qualified people, due to higher salaries being
offered in private and other public sectors. Developing staff through
mentoring programmes will uplift the nation, which has skills shortage and
encourage more young talent to take up a career in academia.

55


Mentoring programs a must in today's businesses
By: Hessing, Shawn G.. Fort Worth Business Press, 6/5/2006, Vol. 19
Issue 23, p16-16, 1/2p; (AN 21372739)

ABSTRACT: Comments on the importance of mentoring and
developing employees to the success of the company. Excuses of
managers for not making mentoring and development a priority;
Significance of employee development to its managers success; Tips
for bringing out the best in employees

Mentoring programs can benefit both employer, employee.
By: Willson, Ashley. Mississippi Business Journal, 6/19/2006, Vol. 28
Issue 25, p33-35, 2p; (AN 21409509)

ABSTRACT: The author reflects on mentoring programs for
businesses in the U.S. Although mentoring provides the tools,
experiences, training and means to achieve employee success, only a
third of U.S. corporations provide formal mentoring or coaching
programs. Employees should be encouraged to develop a mentoring
relationship throughout their careers. An organized mentoring
program may lead to career advancement of a mentee within the
company. A good mentor can bring out succes from an individual.

Mentoring: an essential key to success.Full
AvailableBy: Raffio, Tom. New Hampshire Business Review, 7/16/2010,
Text

Vol. 32 Issue 14, p22-22, 2/3p; (AN 52252932)

ABSTRACT: The article presents the author's insights on the mentoring
need of students and businesspeople as a key to success. He discusses the
common values of several chief executive officers (CEO) including respect,
open communication, and employee recognition. He says that building
relationships and connecting with people are forms of mentoring. He adds
that students and businesspeople should seek the advise of others for them to
attain their professional and personal goals.

56


Mentoring and career development.
S. Gayle Baugh ,Sherry E. Sullivan

Purpose - This special issue seeks to examine mentoring relationships and
offer new perspectives and frameworks, suggesting exciting avenues for
future research on mentoring and career development. Design/methodology/
approach - In the last two decades, the workplace has been dramatically
transformed. Individuals traditionally had careers entrenched in
organizations, relying on the paternalistic firm for career development.
Increasingly now, individuals are enacting careers outside organizational
boundaries, defining career success on their own terms rather than by the
organizational measures of salary and rank. Rapid technological change and
globalization have intensified the decoupling of individual careers from
organizations, putting more emphasis on individuals for their own career
development and creating an even greater need for mentoring. Findings -
Although much research has been done on the impact of mentoring on
subjective and objective career success, there are still many unexamined and
under-explored aspects of mentoring. This collection of ten articles tackles
some of these areas, providing new insights and offering new avenues for
research and practice. Originality/value - These articles are authored by
individuals from a variety of disciplines (e.g. organizational behavior,
psychology, health care), and countries (e.g. USA, UK, Nigeria), with each
article bringing a unique lens to the study of mentoring and careers.
Individually, each article makes a contribution to the better understanding of
how mentoring has evolved and is enacted today. Together, this collection of
articles provides important insights that it is hoped encourage even further
research into the complexities of developmental relationships and their
impact on career development.

The power of mentoring.
Citation Only Available By: Maeglin, Kathy. Indianapolis Business Journal,
1/13/2003, Vol. 23 Issue 45, p31, 2p, 1

ABSTRACT: Discusses the importance of mentoring in business. Career
development; Benefits of mentoring; Tips for finding the right mentor;
Misconceptions about mentoring.

57


RESEARCH METHODOLOGY

58


PRIMARY RESEARCH OBJECTIVE

The success of mentoring program lies in its effectiveness.The research aims
to analyse the “Effectiveness of Mentoring Program at ONGC” through
the feedback of employees.

SECONDARY OBJECTIVES

1. Awareness

2. Career Development

3. Flexibility

4. Counselling

5. Empathy and Support

1. AWARENESS: Awareness is the state or ability to perceive, to feel, or to be
conscious of events, objects or sensory patterns. In this level
of consciousness, sense data can be confirmed by an observer
without necessarily implying understanding. More broadly, it
is the state or quality of being aware of something. In this
research Awareness implies that whether the employees of
ONGC are aware of the Mentoring program widin their
organisation or not. The questions under this is Q1.

2. CAREER DEVELOPMENT: how individuals manage their careers within
and between organizations and how
organizations structure the career progress of
their members, it can also be tied into
succession planning within some organizations.
In this research career development implies the
impact that mentoring has on the career growth
and development of the employees of ONGC.
The questions under this are
Q3,6,7,8,10,11,14,15,16.

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3. FLEXIBILITY: The malleability of the boundary between two or more
role/domains-its ability to expand or contract-to
accommodate the demands of one domain or another".
Here flexibility relates to flexibility in the Mentoring
Program according to the need of employees. The
following hypothesis was set in order to measure this
parameter. The question under this is Q13.

4. COUNSELLING: Counselling is a process that enables a person to sort out
issues and reach decisions affecting their life. Often
counselling is sought out at times of change or crisis, it need
not be so, however, as counselling can also help us at any
time of our life.

Counselling involves talking with a person in a way that
helps that person solve a problem or helps to create
conditions that will cause the person to understand and/or
improve his behaviour, character, values or life
circumstances. Here this implies that whether the Mentoring
Program helped encouraging and increasing the morale of
employees. The question under this is Q 12.

5. EMPATHY & SUPPORT: To show empathy is to identify with another's
feelings. It is to emotionally put yourself in the
place of another. The ability to empathize is
directly dependent on your ability to feel your
own feelings and identify them. Here empathy
and support implies whether the mentors were
able to provide required empathy and support to
their mentees. The question under this are
2,4,5,11.

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RESEARCH:
According to Clifford Woody :
Research may be define as, “ Defining and redefining problems ;
formulating hypothesis or suggested solutions ; collecting , organising and
evaluating data ; making deductions and reaching conclusions ; and at last,
carefully testing the conclusions to determine whether they fit the
formulating hypothesis.

TYPE OF RESEARCH: This is an Applied research.

RESEARCH DESIGN
Research Design is a framework or blueprint for conducting any research
project. It specifies the details of the procedures necessary for obtaining the
information needed to structure and / or solve research problems.

Descriptive Research Design
A type of Conclusive Research that has as its major objective the description
of something usually organisational characteristics or its functions.
Descriptive Research Design is marked by prior formulation of specific
hypothesis.

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DATA COLLECTION
Research methodology will be based on both primary and secondary data.

Primary Data

It will be helpful in study to the ideas and opinion of different
executives of the organisation. This will be done through:

 Personal interviews of the experts of IT field within organisation.
 Formal and informal discussions.
 Structured Questionnaires.

Secondary Data
Has been collected through:
 Published data in and outside the organisation.
 Internet downloads.
 Various journals, etc.
 Subject related articles in Newspaper and Magazines.

SAMPLE :

All the mentees in ONGC Headquarters, DehraDun.

62


DATA ANALYSIS

1. Are you fully aware of the mentoring programme within ONGC?

(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree

30

25

20

15
Number of P ers ons
10

5

0
S trongly A gree Neutral Dis agree S trongly
agree Dis agree

It can be seen that out of 51 respondents 25 have strongly agreed that they
are aware of the mentoring programme, 25 have agreed of the awareness
about the programme and only 1 is selected the third option i.e neutral.

2. My mentor demonstrated professional integrity
63


Agree disagree

35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents 18 have strongly agreed that their mentor
demonstrated professional integrity and 33 have agreed.

3. My mentor demonstrated content expertise in my area of need.

64


Agree disagree

35

30

25

20

15 Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 16 have stongly agreed that their mentor
demonstrated content expertise in their area of need, 28 have agreed to it and
7 respondents are of the neutral opinion.

4. My mentor was approachable and accessible.

65


Agree disagree

30

25

20

15

Number of P ers ons
10

5

0
A gree Dis agree

Out of 51 respondents, 22 have strongly agreed that their mentor was easily
approachable and accessible, 28 have agreed to it and only 1 is of neutral
opinion.

5. My mentor was supportive and encouraging

66


Agree disagree

30

25

20

15

Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 25 have strongly agreed that their mentor was
supportive and encouraging, 24 have agreed to it and 2 are of neutral
opinion.

6. My mentor provided constructive and useful critiques of my work.

67


Agree disagree

35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 11 have strongly agreed that their mentor provided
constructive and useful critiques of their work, 33 have agreed and 7 are of
neutral opinion.

7. My mentor motivated me to improve my work product

68


Agree disagree

35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents 16 have strongly agreed that their mentor motivated
them to improve their work product, 31 have agreed to it and 4 respondents
have neutral opinion.

8. My mentor was helpful in providing direction and guidance on
professional issues (e.g., networking).

69


Agree disagree

40

35

30

25

20

Number of P ers ons
15

10

5

0
A gree Dis agree

Out of 51 respondents, 8 have strongly agreed that their mentor provided
them direction and guidance, 38 have agreed to it, 3 are of neutral opinion
and 2 have disagreed to it.

9. My mentor answered my questions satisfactorily (e.g., timely
response, clear, comprehensive).

70


Agree disagree

35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 18 have strongly agreed that their mentor answered
their questions satisfactorily, 31 have agreed and 2 have neutral opinion.

10. My mentor challenged me to extend my abilities(e.g., risk taking,
try a new professional activity, drafta section of an article).

71


Agree disagree

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 5 have strongly agreed that their mentor challenged
them to extend their capabilities, 26 have agreed, 17 have neutral opinion
and 3 have disagreed.

11. My mentor suggested appropriate resources (e.g.,experts,
electronic contacts, source materials).

72


Agree disagree

35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 4 have strongly agreed that their mentor suggested
them appropriate resources,29 have agreed, 12 are of neutral opinion and 6
have disagreed.

12. Has mentoring helped to increase your overall morale and motivation.

Agree disagree
73


35

30

25

20

15
Number of P ers ons

10

5

0
A gree Dis agree

Out of 51 respondents, 17 have strongly agreed that mentoring has increased
their morale and motivation, 29 have agreed, 2 are of neutral opinion and 3
have disagreed.

13. Should the subordinates be given a chance to change their mentor if
they are not compatible

Agree disagree

74


25

20

15


5

0
A gree Dis agree

Out of 51 respondents, 22 have strongly agreed that mentees should be given
a chance to change their mentor if they are not compatible, 22 have agreed, 6
are of neutral opinion and 1 disagrees.

14. Do you think mentoring helps in building a continous learning
organization?

Agree disagree

75


35

30

25

20


10

5

0
A gree Dis agree

Out of 51 respondents, 19 have strongly agreed that mentoring helps in
building a continous learning organization, 29 have agreed, 2 are of neutral
opinion and 1 disagrees.

15. Does your mentor listens to your suggestions i.e. is reverse mentoring
prevailing among you and your mentor?

Agree disagree

76


40

35

30

25

20

Number of P ers ons
15

10

5

0
A gree Dis agree

Out of 51 respondents, 10 have strongly agreed that reverse mentoring
prevails between them and their mentor, 36 have agreed and 5 are of neutral
opinion.

16. Does mentoring really helps in employee’s growth and development?

Agree disagree

8

77


Out of 51 respondents,24 have strongly agreed that mentoring helps in
employees growth and development, 23 have agreed, 3 are of neutral opinion
and 1 disagrees.

DATA INTERPRETATION ON THE BASIS OF MEAN

AWARENESS

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation Variance

Fully aware of the mentoring 51 1.00 3.00 1.5294 .54233 .294
programme

Valid N (listwise) 51

As the value of mean is 1.5294 so we conclude that majority of the
respondents have opted for the option (a) which was ‘strongly agree’. This
shows that the employees of ONGC are fully aware of the mentoring
programme implemented in their organization.

COUNSELLING

78




increase your overall morale 51 1.00 4.00 1.7647 .61930 .384
and motivation


AS the value of mean is 1.76 so this shows that most of the respondents have
opted for option (b) which was ‘agree’. So we conclude that mentoring has
helped in increasing the overall morale and motivation level of the
employees.

FLEXIBILITY



change their mentor if they 51 1.00 4.00 1.6863 .73458 .540
are not compatible

As the value of mean is 1.68, this shows that most of the respondents have
opted for option (b) which was ‘agree’. so we conclude that majority of
mentees are of the opinion that mentees shoul be allowed to change their
mentor if they are not compatible.

EMPATHY AND SUPPORT

79




demonstrated professional 51 1.00 2.00 1.6471 .48264 .233
integrity

mentor was approachable 51 1.00 3.00 1.6078 .53211 .283
and accessible

mentor was supportive and 51 1.00 3.00 1.5294 .57803 .334
encouraging

answered my questions 51 1.00 3.00 1.6471 .55941 .313
satisfactorily


It has been inferred from the questions that through an established mentoring
programme ONGC’s mentoring was effective in providing empathy and
support to the employees. As most of the respondents have agreed to the
above statements.

80


CAREER DEVELOPMENT



demonstrated content 51 1.00 3.00 1.7647 .61930 .384
expertise

provided constructive and 51 1.00 3.00 1.9020 .53870 .290
useful critiques

motivated me to improve my 51 1.00 3.00 1.7843 .57667 .333
work product

Was helpful in providing 51 1.00 4.00 1.9608 .52767 .278
direction and guidance

challenged me to extend my 51 1.00 4.00 2.2941 .72922 .532
abilities

mentor suggested 51 1.00 4.00 2.3922 .80196 .643
appropriate resources

helps in building a continous 51 1.00 4.00 1.7451 .62748 .394
learning organization?

mentor listens to your 51 1.00 3.00 1.9216 .52319 .274
suggestions

helps in employee’s growth 51 1.00 4.00 1.6275 .69169 .478
and development?


It can be inferred that ONGC’s mentoring programme lead to the career
development of its employees. It encouraged and motivated them and helped
them to improve their productivity.

81


17. In what way(s) has being a Mentee been most helpful or beneficial to
You?

Ans: The following are the answers commonly given by the employees:

1. Enhancement of knowledge base about the company in which they are
working.
2. Helped them in identifying their weaknesses and how to build upon
their strengths.
3. improved confidence
4. Improved communication, presentation and interpersonal skills.
5. Encouragement to set high goals and pushing oneself to achieve them
6. Improved confidence
7. Improved productivity and efficiency.
8. Increased morale and motivation

18. What aspect did you like most about the Mentoring Program?


1. Real life experiences shared by their mentors.
2. Mentor was supportive.
3. Mentor was always available whenever needed.
4. No molds barred discussions.
5. Exchange of useful information.
6. Sharing of personal problems.

19. What aspect did you like least about the Mentoring Program?


1. Short duration of the programme
2. Mentees are not allowed to change their mentors.
3. Not a continuous programme.

82


20. What changes would you make to the Mentoring program?


1. Should be made a continuous programme.
2. Must be implemented at the initially when the employee joins the
organistion.
3. Programme should be more flexible according to the needs of the
employees.

83


TOTAL PARAMETERS



AWARENESS 51 1.00 3.00 1.5294 .54233 .294

EMPATHY & 255 1.00 3.00 1.6392 .55702 .310
SUPPORT

CAREER 408 1.00 4.00 1.9314 .68339 .467
DEVELOPMENT

COUNSELLING 51 1.00 4.00 1.7647 .61930 .384

FLEXIBILITY 51 1.00 4.00 1.6863 .73458 .540


The value of average mean of parameter awareness is 1.5294. this shows
that most of the respondents have opted the option (b) which is ‘agree’. so
we conclude that the employees of ONGC are fully aware of the mentoring
programme implemented in ONGC.

The value of average mean of parameter Empathy & support is 1.6392.
This shows that most of the respondents have opted for option (b) which was
‘agree’. SO we conclude that the mentors were very professional and were
easily approachable. They constantly supported and encouraged their
mentees and answered all their questions.

The value of average mean of parameter Career Development is 1.9314.
This shows that most of the respondents have opted for option (b) which was
‘agree’. So we coclude that the mentoring programme has helped the
employees in their career development. Mentors have helped their mentees
in improving their productivity and helped them to set higher goals for
themselves. The employees also agree that mentoring helps in building a
continous learning organization and is helpful for the growth and
development of employees.

The value of average mean of parameter counseling is 1.7647. this shows
that most of the respondents have opted for option (b) which is ‘agree’. so
we conclude that ONGC’s mentoring programme was effective enough to
boost the morale of employees.
84


The value of average mean of parameter Flexibility is 1.6863. this shows
that most of the respondents have opted for option (b) which is ‘agree’. so
we conclude that ONGC’s mentoring programme shoul give an option to
change mentors at the will of the employees.

85


86

A project report on effectiveness of mentoring system in ongc

A project report on effectiveness of mentoring system in ongc

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