Mentoring and Young Leadership Development

Speaker Series

www.nhrdpune.org Copyright NHRD Pune Chapter

MENTORING
AS A TOOL FOR
TALENT RETENTION

Marcel R Parker
Chairman - IKYA HUMAN CAPITAL SOLUTIONS LTD
Former President, Human Resources - THE RAYMOND GROUP
20th June 2009

WHAT IS
MENTORING

The professional development of a younger/inexperienced person
through the guidance of an older/experienced person

A relationship between a young person and an adult in which the
adult offers support and guidance as the youth enters an
organization, a new experience, takes on tasks or attempts to
correct a earlier problem

Some famous examples:
Haydn and Mozart
Peter Thompson and Tony Blair
Brian Close and Ian Botham
Arjun and Lord Krishna


Mentors are people who have a special or memorable
helpful effect on our lives

HAVE I BEEN MENTORED?
● Who took an interest in my welfare and development
when I was taking up a challenge
● Who has been a role model for me
● Who has helped me to uncover and use a hidden talent or ability
● Who has helped me face and resolve a difficult situation
in my personal/private life
● Who has challenged me to acquire a new vision
and take a new direction

THESE HAVE BEEN YOUR MENTORS
BUT YOU MAY NOT HAVE CALLED THEM AS SUCH


BENEFITS OF MENTORING

Studies have shown that employees given mentors enjoy a higher retention
rate and are more productive than those who are not.
Mentoring, if done well, sometimes gives organizations more buck for the
bang than training and professional courses
MENTEE - Benefits by developing confidence, learning more effectively and
quickly acquiring new perspectives
MENTOR - Feels he has had the opportunity to make a difference, satisfies
the urge to help others constructively, particularly understands younger
people better
BOTH - Develop a wider perspective on organization and work
LINE MANAGER - Gets a more effective Team member
ORGANIZATION - More fulfilled, committed, resourceful and motivated
employee

NOT A ONE- SIZE- FITS –ALL- TOOL, BUT TO BE USED ALONG WITH
OTHER TM AND RETENTION STRATEGIES AND LINKS THE VARIOUS
APPROACHES FOR TALENT MANAGEMENT IN THE ORGANIZATION.


MENTORING FOR FUTURE LEADERS / MIDDLE MANAGEMENT
/ YOUNG FRESH INTAKE / STUDENTS

● Improve the induction of young trainees into the organization
● Help create a more holistic understanding of businesses
both old and new age
● Develop transferable skills
● Emphasises team building and not just STARS
● Appreciation of learning from lowest in the hierarchy
● Create an ability to question constructively
and not accept everything as it is
● Understand and manage aspirations realistically depending
on what level one is mentoring


WHAT DO MENTEES NEED?

● a sounding board
● a giver of encouragement
● a friend
● a source of emotional support
● a confidante
● a source of knowledge


WHAT DO YOUNGER MENTEES EXPECT ?

● To be managed
● To be given answers to their problems
● To be told what to do
● To receive favours
● To have an easy ride
● To gossip about co politics
● To complain
● To be challenged
● To learn from examples and mistakes
● To become more self aware
● To sever relationship once immediate issue is sorted out


WHAT EXACTLY DOES A MENTOR DO ?

● ensures a balanced exchange
● shares experiences
● contributes to Mentee’s self-development
personal competences, interpersonal skills,
out-of-the –box solutions
● accompanies the learner
● empathises
● develops personal qualities and traits
● manages his own development and learning


WHAT WILL WE TALK ABOUT OR DISCUSS?

● The mentees work-related issues
● The mentors work-related issues
● Career development
● Time management
● Personal issues
● Domestic issues


ENGAGING LINE MANAGEMENT
HOW HR CAN GUIDE LINE MANAGERS AND CREATE OWNERSHIP

● Demonstrating the value of Mentoring to line management
● Training line management in mentoring techniques
role-plays / practice
● Selecting credible managers to be mentors
● Time management
● Ensuring line management releases talent for mentoring
● Setting clear expectations for both Mentor and Mentee


STEPS FOR STARTING AND MANAGING
A SUCCESSFUL CORPORATE MENTORING PLAN

● Plan the mentoring program around HR ‘s strategic goals
and outline the objectives of each program
● Appropriate resources for communication materials,
kick-off and training events, incentives etc
● Identify the employees to participate in the programme
● Define level of formality and program rules.
Eg length of programme / reqd no of meetings/
No of mentees per mentor/ eligibility to participate/
Job levels between mentor/mentee
● Plan matching strategy and tactics-allow for some self-matching or
some involvement in selection of mentor by the mentor and vice versa
● Conduct a call for Mentors-nominations/volunteers


STEPS FOR STARTING AND MANAGING
A SUCCESSFUL CORPORATE MENTORING PLAN

● Publicise the programme and it’s benefits through multiple channels
● Find a champion in the organization to drive the programme -
[NOT FROM HR]
● Kick off programme with a social get-together /share success stories
● Monitor and track participation of the programme
● Measure results against program objectives-are attrition rates lower/
are the mentors and mentees more confident/are they moving up the
ladder faster than non-mentored persons
● Share success stories with senior management


THANK YOU

marcelrparker@gmail.com


Mentoring and Young Leadership Development

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Mentoring and Young Leadership Development

Ähnlich wie Mentoring and Young Leadership Development (20)

Mehr von NHRD Pune Chapter

Mehr von NHRD Pune Chapter (10)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Mentoring and Young Leadership Development