Personal Development Plan & Mentoring


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Young Talents 2012

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  • Personal Development Plan & Mentoring

    1. 1. Personal Development Plan&Mentoring Young Talents - Mentoring
    2. 2. Personal DevelopmentPlan● T&D needs have been effectively identified● Focus is both on development needs as on strengths● Create a ‘rolling’ development plan (Objectives for 1 year, detailed plan 6 months and rolling)● Your plan is not definite, it can be changed● Keep it realistic● Make it SMART Young Talents - Mentoring
    3. 3. Rolling Development PlanS Specific What, why, who, where, which?M Measurable How much / many? How will I know when it is accomplished?A Attainable How can the goal be accomplished?R Relevant Is it worthwhile, the right time?T Time-bound When? Deadline? Young Talents - Mentoring
    4. 4. Rolling Development Plan● Support 1 clear objective with a variety of T&D activities● 25% training activities and 75% other development methods● Use the suggestions mentioned in the Mentor/Mentee handouts● T&D activities match learning preference Young Talents - Mentoring
    5. 5. Learning cycle Activist “Let me have a go”Pragmatist Reflector“Does it work in real life?” “Let me think about it” Theorist “What does it mean?” Young Talents - Mentoring
    6. 6. Example of T&D objectiveTo be able to - Attend the Service Leadership Skills Q2 2012 Evaluate developmentsupport the module – Coaching of 2 employees (is thedevelopment of - Analyse the coaching needs of your May 2012 desired development /employees by team & select 2 employees with standard ofcoaching, coaching needs performanceaccording to the May 2012 achieved?) - Observe selected employees andstandards of the collect supporting informationIHG SLS - Arrange & prepare coaching meeting June 2012 Feedback fromprogramme with the employees Manager about development activities - Keep coaching logbook with June 2012 experiences - Observe employees and give Meeting with Training feedback End June Manager to discuss 2012 logbook and - Arrange follow up meetings and experiences encourage employees - Discuss progress coaching activities and development employees July 2012 Young Talents - Mentoring
    7. 7. Rolling Development PlanInclude YT elements ● Internal cross training ● External cross training ● Read 1 professional book ● Projects ● Skype calls (as soon as dates are known) Young Talents - Mentoring
    8. 8. Mentoring Young Talents - Mentoring
    9. 9. Mentoring is…“A relationship and a set of processes where one person offers help, guidance, advice and support to facilitate the learning and development of another person.”“ A significant, long term, relationship, which has a beneficial effect on the life or style of another person, generally as a result of personal one to one contact.” Young Talents - Mentoring
    10. 10. THE ROLES OFMENTOR & MENTEE Young Talents - Mentoring
    11. 11. Roles of a mentorCoaching Counselling is a process of helping another… is a process of assisting in person work through their the transfer of skills or motivations and intentions competence to another with a view to resolving a problem or making important person” personal choices.A Mentor acts as a facilitator Networker when they take action that The Mentor alerts the Mentee to indirectly smoothes the the use of informal contacts way for something to happen. outside the official structure of the organisation & how these can add value to work. Young Talents - Mentoring
    12. 12. Coaching & Counselling Coaching CounsellingTechnique / skill PersonalThe role of the Mentor changes according to the nature of the situation / challenge Young Talents - Mentoring
    14. 14. Phase 1 -Starting the relationship● Formal● Getting to know each other● You may have an unrealistic opinion of the Mentor● Suspicion from the Mentee● Mentor has to earn respect and trust● You and your Mentor are forming expectations of one another● Short term objectives have varying degrees of success at this stage Young Talents - Mentoring
    15. 15. Phase 2 - The middle period● Mutual trust● You concentrate on developing skills● You have confidence to challenge your Mentor● Mentor is able to set projects● Becomes more informal● Rewarding for both parties Young Talents - Mentoring
    16. 16. Phase 3 -Dissolving the relationship● You are ready for independence● Mentor must be able to let go● Occurs naturally when you do not need the Mentor Young Talents - Mentoring
    17. 17. Phase 4 - Redefining● Mentee and Mentor continue irregular interaction● Very informal● Limited to specific projects based on your needs● You regard each other as equals Young Talents - Mentoring
    18. 18. Control of relationshipControl Mentor Mentee Time Young Talents - Mentoring
    19. 19. Getting the balance right Past - Present – Future● Too much time spent on the past can be depressing - guilt rarely promotes action● The present is relevant- need to work with what actually is● Past & Present - problem focused● Future - solution focused● Suggest - 25% Past & Present: 75% Future Young Talents - Mentoring