Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
"By learning you will teach, by teaching you will learn” - Latin Proverb
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
If every person in our society served as a Mentor to a Protégé as well as became a Protégé to a Mentor, we would be more successful and capable of solving our problems substantially faster than we do today
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
“When the Student is ready, the Teacher appears”
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Licensed by Perrone Ambrose Associates Inc [PAA], Chicago, USA to institutionalize Mentoring programs in organizations in 2006
Attended 2 programs with PAA on “Setting up Mentoring Systems in Organization” and “Mentors – Train the Trainer”
Accreditation Acquired
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
What Is Mentoring?
A mentor is a person who helps someone else experience personal growth through learning
Mentoring then, is the offering of information or guidance by a person with useful experience, skills or expertise for another individual’s personal and professional developmentThe scope of mentoring is vastly greater than coaching, which is itself, a small subset of mentoring
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Who Is A Protégé?
The term protégé refers to the individual being mentoredThe term’s Latin origin [protegere] implies a protected person or a ‘favorite’
But general usage implies a person whose career is being advanced by someone with experience or influenceThe term protégé is superior to the modern business-speak: “mentee”
Roles Of Mentor & Benefits
Employee Retention
Legacy Footprints
Mutual Growth
Enhance Competence
Organization Turnarounds
Customer Enchantment
Emotional Connectivity
Create Talent Pool
Value Driven
Relationship Bonds
Personal Transformation
Role Model
TeacherCoach
Evangelist
Guide
Advisor
Visionary
Developer
CaretakerChange Agent
Friend
Motivator
Counselor
Net worker
Leader
Inspirer
Supporter
Path Finder
Mentoring Roles and Processes
Performance Effectiveness Organization
Turnarounds
Customer Enchantment
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Organization Transformation Model Through Mentoring Processes
Voluntarism by and/or Identification of Potential Mentors
Integrating willing Mentors and desiring Protégés
Mentors and Protégés relish their journey of togetherness in life
Mentors and Protégés build relationships of mutual acceptance
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Organization Transformation Model Through Mentoring Processes
Mentors enable Protégés in enhancing Personal and Performance Effectiveness
Mentors transform Protégés into emotionally engaged employees
Emotionally engaged employees create emotionally engaged customers
Emotionally engaged customers drive business growth, profits and shareholder value
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Gain absolute ownership and commitment of the top management team
Determine business case of the organization to initiate Mentoring
Business case can include: improve employee retention, culture building
Can also relate to productivity, building trust, developing future leaders etc
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Set 1 to 3 years objectives for internal initiatives
Identify scope, coverage, evaluation processes etc
Form a Steering Committee or Core group, which will be a helpful structure
Have a coordinator preferably from HR or from other function/s
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Define the roles of Steering Committee/Core group and Coordinator/s
Consider Systems, Support and Measurements while framing roles
Clarify Mentoring Alliance of Mentors, Mentees and Managers [i.e. immediate bosses]
Examine boundary management issues of the Alliance
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Mentee
Manager Mentor
The Mentoring Alliance
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Ensure confidentiality norms to be absolutely respected
Evolve criteria and guidelines for selection of Mentors and MenteesAscertain a voluntary group of Mentors to opt for formal training
Decide on profile of Mentees e.g. fresh recruits, lateral entrants, junior/middle management levels etc.
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Generate expectations for participating Mentors and Mentees
Conduct a Mentor Skill/Value Building Workshop [2 days]
Carry out a Mentee Orientation Workshop [1 day]
Instill a learning orientation and focus for Mentors and Mentees
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Arrange a Mentor – Mentee Interface/Integration Workshop [1 - 2 days]
Implement a transparent Mentor – Mentee matching process
Outline expectations, roles and responsibilities, first steps, meetings and processes
Communicate Mentoring initiatives within the whole organization
Mentors ought to be from different functions and not to be in the same line of hierarchy of the Mentees
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Recommended Road Map for Mentoring Initiatives
Intervene with 3 quarterly reviews or at least 2 reviews, after launch with Mentors and Mentees [2 days for the Mentees and 1 day for the Mentors] – the 2nd day will be joint session for the Mentors and Mentees
Organize a Transition meet of Mentors and Mentees, a year from launch [1 day]
End formal Mentoring cycle and leave it open for continuing the Mentoring Partnerships either formally or informally
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Suggestions for Successful Mentoring Initiatives
Ensure Senior Management and Mentors own the process
Create openness amongst Mentors by exposure to literature and external programs
Champion the initiatives passionately through willing Mentors
Devolve the implementation to Steering Committee/Core group – they can assist HR team
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Suggestions for Successful Mentoring Initiatives
Monitor the performance and processes
Senior Management’s role would also include goading the initiatives and monitoring progress
Implement pilot projects in a particular division/profit centre
De-link Mentoring from Performance Appraisal process
Prevent overloading of Mentor – Mentee ratio – ideal 1:2
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Suggestions for Successful Mentoring Initiatives
Insist on Mentor - Mentee meetings to happen at least once a month
Provide space and time for reflections and reviews
Mentors and Mentees to document data of their meetings
Learn from experiences and plough back lessons
Listen/review to understand and course correct
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Suggestions for Successful Mentoring Initiatives
Make certain that the initiatives build upon earlier experiencesFrequent communication of best practices
Have a space in the intranet and other mediums
Inspire the rest of the Organization, to join the fold
Build a reservoir of Mentors by enrolling more Mentors and also some of the Mentees who’re capable of becoming Mentors eventually
Cascade further Mentoring interventions across Organizations
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Suggestions for Successful Mentoring Initiatives
Avoid those not interested in being Mentors and Mentees
Conceive exclusive Mentoring rooms, conclaves, retreats
Incorporate outside office events like strategy meets, sales call
Organize presentations, study circles, games, dinners etc
Introduce simple celebratory and reward mechanisms
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
In house Workshops for Mentors
Adecco RM ESI
IOCL
Tata Teleservices
Lucas TVS Thomson
Conducted 2 day Mentor/Skill Value Building in house Workshops in the following Organizations:
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Long Term In house Mentoring InitiativesFacilitated long term internal Mentoring initiatives which resulted in
sustained bonding of Mentor – Protégé relationships contributing to culture enhancement and organization effectiveness :
Al Seer [Dubai] Popular Vehicles Areva [formerly Alstom]
Sakthi Finance BPCL [Southern & Western
Regions] Sundram
Fasteners
Covansys now part of Computer Sciences Corporation [CSC]
Wockhardt Hospitals now part of Fortis group
Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires
Open Workshops on Mentoring Eight Open Workshops to equip Leaders and Managers of the Corporate world, were conducted at Chennai and Bangalore between 2005 and 2007
400+ Participants from 166 Organizations belonging to diverse business segments like Manufacturing, Services, Telecom, IT, ITes, FMCG, Public Sector and NGOs benefited, from the above Workshops
Rave reviews were received from all clients and participants, which in turn resulted in several invitations to facilitate in house Mentoring initiatives