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A Project on Mentoring System in ONGC


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A Project on Mentoring System in ONGC

A Project on Mentoring System in ONGC

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  • Hello, Please contact us through so that one of our team mate will get back to you at the earliest. Thank you!
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  • it would have been good if you did some work on understanding Organisation's that create a mentoring culture and compared the same with ONGC, and make reco's/action plans also based on the same. the project would have been more useful for the organisation.
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  • very beautiful and useful presentation....Thanks for sharing :)
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  • it is a very nice presentation..can u please email id is it would be very much helpful for my guidance...thank you.!
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  • 2. DECLARATIONI, ……………….., student of Masters of Business Administration fromAmity Business School, Amity University Uttar Pradesh, hereby declare thatI 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 andoriginal to the best of my knowledge.Date: Enroll.No:Place: Noida MBA Class of 2011 2
  • 3. AMITY UNIVERSITY UTTAR PRADESH AMITY BUSINESS SCHOOL CERTIFICATE I hereby certify that ………………., student of Masters of BusinessAdministration at Amity Business School, Amity University Uttar Pradeshhas completed Summer Internship on “EFFECTIVENESS OFMENTORING IN ONGC ” , under my guidance. FACULTY GUIDE Department of HR 3
  • 4. ACKNOWLEDGEMENTA summer project is a golden opportunity for learning and self development.I consider myself very lucky and honored to have so many wonderful peoplelead me through in completion of this project.My grateful thanks to ……………… who in spite of being extraordinarilybusy with his duties, took time out to hear, guide and keep me on the correctpath. I do not know where I would have been without him. A humble Thankyou ‘Sir.He monitored my progress and arranged all facilities to make life easier. Ichoose this moment to acknowledge his contribution gratefully.My Faculty guide whose patience I have probably tested to the limit. Shewas always so involved in the entire process, shared her knowledge, andencouraged me to think. Thank you, Dear Madam.I would like to thanks Ms. …………………. - placement Director, ABSfor 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 informationthat helped in the successful completion of this project. Student Name & Signature: Enroll. No: Program: MBA(HR)-2011 4
  • 5. CONTENTS Declaration Certificate from Industry Guide Certificate from Faculty guide AcknowledgementS.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 ConclusionsReferences 5
  • 7. HISTORY OF ‘ONGC’ 1947-1960During the pre-independence period, the Assam Oil Company in thenortheastern and Attock Oil company in northwestern part of the undividedIndia were the only oil companies producing oil in the country, with minimalexploration input. The major part of Indian sedimentary basins was deemedto be unfit for development of oil and gas resources.After independence, the national Government realized the importance oiland gas for rapid industrial development and its strategic role in defense.Consequently, while framing the Industrial Policy Statement of 1948, thedevelopment of petroleum industry in the country was considered to be ofutmost necessity.Until 1955, private oil companies mainly carried out exploration ofhydrocarbon resources of India. In Assam, the Assam Oil Company wasproducing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50%joint venture between Government of India and Burmah Oil Company) wasengaged in developing two newly discovered large fields Naharkatiya andMoran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (ajoint venture between Government of India and Standard Vacuum OilCompany of USA) was engaged in exploration work. The vast sedimentarytract in other parts of India and adjoining offshore remained largelyunexplored.In 1955, Government of India decided to develop the oil and natural gasresources in the various regions of the country as part of the Public Sectordevelopment. With this objective, an Oil and Natural Gas Directorate was setup towards the end of 1955, as a subordinate office under the then Ministryof Natural Resources and Scientific Research. The department wasconstituted with a nucleus of geoscientists from the Geological survey ofIndia.A delegation under the leadership of Mr. K D Malviya, the then Minister ofNatural Resources, visited several European countries to study the status ofoil industry in those countries and to facilitate the training of Indian 7
  • 8. professionals for exploring potential oil and gas reserves. Foreign expertsfrom USA, West Germany, Romania and erstwhile U.S.S.R visited India andhelped the government with their expertise. Finally, the visiting Sovietexperts drew up a detailed plan for geological and geophysical surveys anddrilling operations to be carried out in the 2nd Five Year Plan (1956-57 to1960-61).In April 1956, the Government of India adopted the Industrial PolicyResolution, which placed mineral oil industry among the schedule Aindustries, the future development of which was to be the sole and exclusiveresponsibility of the state.Soon, after the formation of the Oil and Natural Gas Directorate, it becameapparent that it would not be possible for the Directorate with its limitedfinancial and administrative powers as subordinate office of theGovernment, to function efficiently. So in August, 1956, the Directorate wasraised to the status of a commission with enhanced powers, although itcontinued to be under the government. In October 1959, the Commissionwas converted into a statutory body by an act of the Indian Parliament,which enhanced powers of the commission further. The main functions ofthe Oil and Natural Gas Commission subject to the provisions of the Act,were "to plan, promote, organize and implement programmes fordevelopment of Petroleum Resources and the production and sale ofpetroleum and petroleum products produced by it, and to perform such otherfunctions 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 infulfilling its mandate. 1961-1990Since its inception, ONGC has been instrumental in transforming thecountrys limited upstream sector into a large viable playing field, with itsactivities spread throughout India and significantly in overseas territories. Inthe inland areas, ONGC not only found new resources in Assam but alsoestablished new oil province in Cambay basin (Gujarat), while adding newpetroliferous areas in the Assam-Arakan Fold Belt and East coast basins(both inland and offshore).ONGC went offshore in early 70s and discovered a giant oil field in theform of Bombay High, now known as Mumbai High. This discovery, alongwith subsequent discoveries of huge oil and gas fields in Western offshorechanged the oil scenario of the country. Subsequently, over 5 billion tonnes 8
  • 9. of hydrocarbons, which were present in the country, were discovered. Themost important contribution of ONGC, however, is its self-reliance anddevelopment of core competence in E&P activities at a globally competitivelevel. AFTER 1990The liberalized economic policy, adopted by the Government of India in July1991, sought to deregulate and de-license the core sectors (includingpetroleum sector) with partial disinvestments of government equity in PublicSector Undertakings and other measures. As a consequence thereof, ONGCwas re-organized as a limited Company under the Companys Act, 1956 inFebruary 1994.After the conversion of business of the erstwhile Oil & Natural GasCommission to that of Oil & Natural Gas Corporation Limited in 1993, theGovernment disinvested 2 per cent of its shares through competitive bidding.Subsequently, ONGC expanded its equity by another 2 per cent by offeringshares to its employees.During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstreamgiant and Gas Authority of India Limited (GAIL) - the only gas marketingcompany, agreed to have cross holding in each others stock. This paved theway for long-term strategic alliances both for the domestic and overseasbusiness opportunities in the energy value chain, amongst themselves.Consequent to this the Government sold off 10 per cent of its share holdingin ONGC to IOC and 2.5 per cent to GAIL. With this, the Governmentholding 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 enteringinto the retailing business. ONGC has also entered the global field throughits subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made majorinvestments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbonrevenue from its investment in Vietnam. 9
  • 10. 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. 10
  • 11. • 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 11
  • 12. 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. 12
  • 13. 13
  • 14. 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. 14
  • 16. 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 VasudevaDirector (Technology & Director (Finance) Director (Offshore) Field Services) SPECIAL INVITEE GOVERNMENT NOMINEE 16
  • 17. 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 & MISSIONTo be a world-class oil and Gas company integrated in energy businesswith dominant Indian leadership and global presence.World class Dedicated to excellence by leveraging competitive advantages in R&Dand 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. 17
  • 18. 18
  • 19. HR Vision, Mission & ObjectivesHR VISION"To build and nurture a world class Human capital for leadership in energybusiness".HR MISSION"To adopt and continuously innovate best-in-class HR practices to supportbusiness 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. 19
  • 20. Strategic vision: 2001-2020Focusing on core business of E& P, ONGC has set strategic objectivesof:  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 TECHNOLOGYTo attain the strategic objective of improving the Recovery Factor from 28per cent to 40 per cent, ONGC has focused on prudent reservoir managementas well as effective implementation of technologies for incremental recoveryto maximize production over the entire life cycle of existing fields. Improvedoil recovery (IOR) and Enhanced Oil Recovery (EOR) schemes are beingimplemented:  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 20
  • 21. 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 AheadONGC is entering LNG (regasification), Petrochemicals, PowerGeneration, as well as Crude & Gas shipping, to have presence along theentire hydrocarbon value-chain. While remaining focused on its corebusiness of oil & gas E&p, it is also looking at the future and promoting anapplied R&D in alternate fuels (which basically to exploit the core 21
  • 22. competency of the organization- knowledge of hydrocarbons, gained overthe five decades. New BusinessONGC has also ventured into coal methane (cbm) and underground coalgasification (ucg);CBM production would commence in 2006-07 and UCGin 2008-09.ONGC is also looking at Gas Hydrates, as it is one possiblesource 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 22
  • 23. 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 onJuly 3, 2003. 23
  • 24. 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. 24
  • 25.  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. 25
  • 26.  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 26
  • 27. “MENTORING” 27
  • 28. RESEARCH OBJECTIVEMentoring is a dynamic and reciprocal relationship in a work environmentbetween 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 thancoaching which aims to competence and help with tasks and the acquisitionof skills. In the highly competitive and new changing world of today theneed for having a mentor has increased many fold who can navigate theirdisciplines through all kinds of rough weather directing their activities andconcentrations towards their goal mentoring contribute too to socialdevelopment of creating awareness, enhancing knowledge, promotingsociability and sense of community living and making people conscious oftheir surroundings and development of organizational effectiveness.Mentoring is an effective strategy in building professional, technical andmanagement skills and employee confidence through cooperative andcollaborative endeavor. It can reduce the fear and anxiety of the employeesand can develop a culture of high performance by ensuring support and theircontribution. The objective behind the mentoring program in industry thatfocuses on establishing a mutually beneficial relationship betweenmanagement and workers to enhance an organizations ability to alignemployees career development with the goals of the organization. Thesuccess of mentoring program lies in its effectiveness.The research aims toanalyse the “Effectiveness of Mentoring Program at ONGC”. 28
  • 29. MentoringThe word “Mentor” comes from an ancient Greek mythology whereOdysseus, king of Ithaca, asks Mentor to act as his son’s guardian while heis 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 inthe future.Mentoring is a dynamic and reciprocal relationship in a work environmentbetween 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 viewto modern view.Classical concept of mentoring includes. • Knowledge transfer • Wise counsel • Practical know-how • Intellectual capital • Advice • GuidanceModern concept of mentoring includes. • Make creative contribution • Utilize unique diversity • Fulfill dreams and passions • Pursue goals and initiative. 29
  • 30. DefinitionMentoring comes from the Greek word meaning “enduring”-is defined as asustained relationship between a youth and an adult.As a technique of HRD, mentoring has been in existence since the dawn ofcivilization. The culture of mentoring dates back to ancient Greece, whenodysseys entrusted his friend mentor with the responsibility of thus teachinghis 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 journeyingtogether toward professional excellence”. -Christensen"Mentoring is an alliance,that creates a space for dialogue,that results inreflection, action and learning.”“Mentoring – developing insight to turn hindsight into foresight!”“Mentoring is a synergetic relationship - two or more people, engaged in aprocess that achieves more than each could alone.”“Mentoring involves primarily listening with empathy, sharing experience,professional friendship, developing insight through reflection, being asounding board, encouraging”. David Clutterbuck “Mentoring is linking an experience person with a less experience person tohelp their personal and professional growth” -Vickie L.Nadolski 30
  • 31. On analytical study of the above definitions, we may concludethat: 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 andmentee,in which the specific purpose is to facilitate development, change ortransition.Through this process mentees are encouraged to reflect on theirown experiences ,reach their own conclusions,explore future options anddefine their own directions,whilst recognising the constraints in which theyare working. 31
  • 32. 32
  • 33. 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 33
  • 34. 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 betweenmentors and mentees as depicted below: Mentee Mentor Manager Relationship between Manager, Mentor and Mentee 34
  • 35. Principles of MentoringThe effectiveness of mentoring relationship is based upon the followingprinciples. 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. 35
  • 36. Parties Involved in MentoringThere are two parties involved in the mentoring process. • The Mentor • The Mentee or Protégé.The MentorMentors provide their expertise to less experienced individuals in order tohelp them advance their careers, enhance their education, and build theirnetworks. Many of the worlds most successful people have benefited fromhaving 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 latters (Genetic) son, Solid Snake, mentored Raiden.The Mentee or Protégé.The student of a mentor is called a protégé or mentoree. More accurately, forthe recondite, the protégé would be called the telemachus (pl. telemachusesor telemaches). Sometimes, the protégé is also called a mentee. The -orending of the original name Mentor does not have the meaning of "the onewho does something", as in other English words such as contractor or actor.The derivation of mentee from mentor is therefore an example ofbackformation . The Qualities of a Mentor 36
  • 37. 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
  • 38. 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 workplaceFor 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
  • 39. Mentoring is a tool that organizations can use to nurture and grow theirpeople. It can be an informal practice or a formal program. Protégés observe,question, and explore. Mentors demonstrate, explain and model. Thefollowing assumptions form the foundation for a solid mentoring program. • Deliberate learning is the cornerstone. The mentors 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
  • 40. Mentoring TechniquesSince the focus of mentoring is to develop the whole person, the techniquesare broad and require wisdom in order to be used appropriately.A study of mentoring techniques most commonly used in business waspublished in 1995 under the title Working Wisdom. In the study, five majortechniques or "wisdom tactics" were found to be used most commonly bymentors. These are:1. Accompanying: This means making a commitment in a caring way.Accompanying involves taking part in the learning process by taking thepath with the learner.2. Sowing: Mentors are often confronted with the difficulty of preparing thelearner before he or she is ready to change. Sowing is necessary when youknow that what you say may not be understood or even acceptable tolearners at first but will make sense and have value to the mentee when thesituation requires it.3. Catalyzing: When change reaches a critical level of pressure, learning canjump. Here the mentor chooses to plunge the learner right into change,provoking a different way of thinking, a change in identity or a re-orderingof values.4. Showing: this is making something understandable, or using your ownexample to demonstrate a skill or activity. You show what you are talkingabout, you show by your own behavior.5. Harvesting: Here the mentor focuses on “picking the ripe fruit”: it isusually learned to create awareness of what was learned by experience andto 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 andthe psychological mindset of the mentee. 40
  • 41. Types of Mentoring • Natural Mentoring • Supervisory Mentoring • Situational Mentoring • Informal Mentoring • Formal Mentoring1. 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
  • 42. 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
  • 43. 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 protégés 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
  • 44. (SIMILARITIES & DIFFERENCES)Both processes enable individuals (and therefore organisations) to achievetheir 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 cahneHowever, there are three key differences, which influence choosing the mostappropriate intervention.Differences1. Qualifications and ExperienceCoaches do not need any specialist experience within the area in which theirclient requires support and as such, do not offer ‘advice’. They are skilled inquestioning and listening (as are many mentors) but it is the coach’s role toenable individuals to find answers within themselves.Mentors are usually experts within a particular field and have a wide-rangingand recognised wealth of experience within the field in which they areadvising and supporting others. Nonetheless, mentors should be skilled andexperienced in managing relationships and communication processes.2. Focus 44
  • 45. Coaching intends to improve and develop work-related skills andknowledge, which are often performance related. It concentrates on specificissues (goals) with clear outcomes. It is the coaches’ role to enable theindividuals to find answers within themselves and is dependent upon eachindividuals motivation to succeed.The focus of a mentoring relationship ismore on developing individual and work-related capability and talent. Itoften forms part of management or career development programmes. It has astructure but less ‘defined’ outcomes than specified for coaching. Thementor supports and guides the individual as part of a development path,which ‘opens doors, shares experiences and widens networking systems’.3. TimingCoaching is usually a ‘time bound’ relationship with a defined duration tomeet the specific goal identified. Individuals will often use the same coach tosupport them with different issues.Mentoring relationships can go on for along time, seeing progress through many stages and often survive throughnumerous relocation and career changes.However, the success of either ofthese interventions is dependent upon the skills of the provider, often left tomanagers according the CIPD survey, who may not have the capacity or theability to deliver. 45
  • 46. MENTORING IN ONGCBACKGROUNDONGC had embarked on a developing in-house mentoring initiative in2008-2009.Looking into the need of wider coverage of the initiative, ONGCdecided to continue the initiative for creating additional mentors for the year2009-2010.The objectives of the mentoring initiative as identified by ONGC were asfollows:  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 toundertake the mentoringinitiative for the year 2009-2010 which includedconducting Mentoring Skill Training programmes for the middle levelexecutives of ONGC, developing customized mentoring methods andprocesses to be deployed by training executives during the mentoringjourney, development of monitoring and accredition processes of mentors.Hero Mindmine Institute Limited (HIML) emerged as the successful bidderand was informed about the same by ONGC on 11th August,2009.The first meeting between HMIL and ONGC’s HR Initiatives group washeld on 24th August 2009.During the meeting,the road map of the mentoringintervention 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 theefficacy of the initiative. 46
  • 47. 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
  • 48. 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. 48
  • 49. SECTION 3: MENTORING JOURNEY AT ONGC IN 2009-2010A: 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
  • 50. 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
  • 51. 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 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
  • 52. 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
  • 54. 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 isno consensus on an operational definition. Further, criteria are rarelyreported for evaluating the effectiveness of mentoring.This article presentsthe work of an Ad Hoc Faculty Mentoring Committee whose tasks were todefine “mentorship,” specify concrete characteristics and responsibilities ofmentors that are measurable, and develop new tools to evaluate theeffectiveness of the mentoring relationship. The committee developedtwo tools: the Mentorship Profile Questionnaire, which describes thecharacteristics and outcome measures of the mentoring relationship from theperspective of the mentee, and the Mentorship Effectiveness Scale, a 12-itemsix-point agree–disagree-format Likert-type rating scale, which evaluates 12behavioral characteristics of the mentor. These instrumentsare explained and copies are provided. Psychometric issues, includingthe importance of content-related validity evidence, response bias due toacquiescence and halo effects, and limitations on collecting reliabilityevidence, are examined in the context of the mentor–mentee relationship.Directions for future research are suggested. 54
  • 55. Mentoring programmes for academic staff at the Polytechnic ofNamibia 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
  • 56. Mentoring programs a must in todays businessesBy: Hessing, Shawn G.. Fort Worth Business Press, 6/5/2006, Vol. 19Issue 23, p16-16, 1/2p; (AN 21372739)ABSTRACT: Comments on the importance of mentoring anddeveloping employees to the success of the company. Excuses ofmanagers for not making mentoring and development a priority;Significance of employee development to its managers success; Tipsfor bringing out the best in employees Mentoring programs can benefit both employer, employee. By: Willson, Ashley. Mississippi Business Journal, 6/19/2006, Vol. 28Issue 25, p33-35, 2p; (AN 21409509)ABSTRACT: The author reflects on mentoring programs forbusinesses in the U.S. Although mentoring provides the tools,experiences, training and means to achieve employee success, only athird of U.S. corporations provide formal mentoring or coachingprograms. Employees should be encouraged to develop a mentoringrelationship throughout their careers. An organized mentoringprogram may lead to career advancement of a mentee within thecompany. A good mentor can bring out succes from an individual.Mentoring: an essential key to success.FullAvailableBy: Raffio, Tom. New Hampshire Business Review, 7/16/2010,TextVol. 32 Issue 14, p22-22, 2/3p; (AN 52252932)ABSTRACT: The article presents the authors insights on the mentoringneed of students and businesspeople as a key to success. He discusses thecommon values of several chief executive officers (CEO) including respect,open communication, and employee recognition. He says that buildingrelationships and connecting with people are forms of mentoring. He addsthat students and businesspeople should seek the advise of others for them toattain their professional and personal goals. 56
  • 57. Mentoring and career development.S. Gayle Baugh ,Sherry E. SullivanPurpose - This special issue seeks to examine mentoring relationships andoffer new perspectives and frameworks, suggesting exciting avenues forfuture research on mentoring and career development. Design/methodology/approach - In the last two decades, the workplace has been dramaticallytransformed. Individuals traditionally had careers entrenched inorganizations, relying on the paternalistic firm for career development.Increasingly now, individuals are enacting careers outside organizationalboundaries, defining career success on their own terms rather than by theorganizational measures of salary and rank. Rapid technological change andglobalization have intensified the decoupling of individual careers fromorganizations, putting more emphasis on individuals for their own careerdevelopment and creating an even greater need for mentoring. Findings -Although much research has been done on the impact of mentoring onsubjective and objective career success, there are still many unexamined andunder-explored aspects of mentoring. This collection of ten articles tacklessome of these areas, providing new insights and offering new avenues forresearch and practice. Originality/value - These articles are authored byindividuals from a variety of disciplines (e.g. organizational behavior,psychology, health care), and countries (e.g. USA, UK, Nigeria), with eacharticle bringing a unique lens to the study of mentoring and careers.Individually, each article makes a contribution to the better understanding ofhow mentoring has evolved and is enacted today. Together, this collection ofarticles provides important insights that it is hoped encourage even furtherresearch into the complexities of developmental relationships and theirimpact 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, 1ABSTRACT: Discusses the importance of mentoring in business. Careerdevelopment; Benefits of mentoring; Tips for finding the right mentor;Misconceptions about mentoring. 57
  • 59. 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 Support1. 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. 59
  • 60. 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 anothers 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. 60
  • 61. RESEARCH:According to Clifford Woody :Research may be define as, “ Defining and redefining problems ;formulating hypothesis or suggested solutions ; collecting , organising andevaluating data ; making deductions and reaching conclusions ; and at last,carefully testing the conclusions to determine whether they fit theformulating hypothesis.TYPE OF RESEARCH: This is an Applied research.RESEARCH DESIGNResearch Design is a framework or blueprint for conducting any researchproject. It specifies the details of the procedures necessary for obtaining theinformation needed to structure and / or solve research problems.Descriptive Research DesignA type of Conclusive Research that has as its major objective the descriptionof something usually organisational characteristics or its functions.Descriptive Research Design is marked by prior formulation of specifichypothesis. 61
  • 62. DATA COLLECTIONResearch methodology will be based on both primary and secondary data.Primary Data It will be helpful in study to the ideas and opinion of differentexecutives 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 DataHas 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
  • 63. DATA ANALYSIS1. 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 agreeIt can be seen that out of 51 respondents 25 have strongly agreed that theyare aware of the mentoring programme, 25 have agreed of the awarenessabout the programme and only 1 is selected the third option i.e neutral. 2. My mentor demonstrated professional integrity 63
  • 64. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents 18 have strongly agreed that their mentordemonstrated professional integrity and 33 have agreed. 3. My mentor demonstrated content expertise in my area of need. 64
  • 65. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 16 have stongly agreed that their mentordemonstrated content expertise in their area of need, 28 have agreed to it and7 respondents are of the neutral opinion. 4. My mentor was approachable and accessible. 65
  • 66. (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 A gree Dis agreeOut of 51 respondents, 22 have strongly agreed that their mentor was easilyapproachable and accessible, 28 have agreed to it and only 1 is of neutralopinion. 5. My mentor was supportive and encouraging 66
  • 67. (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 A gree Dis agreeOut of 51 respondents, 25 have strongly agreed that their mentor wassupportive and encouraging, 24 have agreed to it and 2 are of neutralopinion.6. My mentor provided constructive and useful critiques of my work. 67
  • 68. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 11 have strongly agreed that their mentor providedconstructive and useful critiques of their work, 33 have agreed and 7 are ofneutral opinion. 7. My mentor motivated me to improve my work product 68
  • 69. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents 16 have strongly agreed that their mentor motivatedthem to improve their work product, 31 have agreed to it and 4 respondentshave neutral opinion. 8. My mentor was helpful in providing direction and guidance on professional issues (e.g., networking). 69
  • 70. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 40 35 30 25 20 Number of P ers ons 15 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 8 have strongly agreed that their mentor providedthem direction and guidance, 38 have agreed to it, 3 are of neutral opinionand 2 have disagreed to it. 9. My mentor answered my questions satisfactorily (e.g., timely response, clear, comprehensive). 70
  • 71. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 18 have strongly agreed that their mentor answeredtheir 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
  • 72. (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 A gree Dis agreeOut of 51 respondents, 5 have strongly agreed that their mentor challengedthem to extend their capabilities, 26 have agreed, 17 have neutral opinionand 3 have disagreed.11. My mentor suggested appropriate resources (e.g.,experts, electronic contacts, source materials). 72
  • 73. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 4 have strongly agreed that their mentor suggestedthem appropriate resources,29 have agreed, 12 are of neutral opinion and 6have disagreed.12. Has mentoring helped to increase your overall morale and motivation. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 73
  • 74. 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 17 have strongly agreed that mentoring has increasedtheir morale and motivation, 29 have agreed, 2 are of neutral opinion and 3have disagreed.13. Should the subordinates be given a chance to change their mentor if they are not compatible (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 74
  • 75. 25 20 15 10 Number of P ers ons 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 22 have strongly agreed that mentees should be givena chance to change their mentor if they are not compatible, 22 have agreed, 6are of neutral opinion and 1 disagrees.14. Do you think mentoring helps in building a continous learning organization? (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 75
  • 76. 35 30 25 20 15 Number of P ers ons 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 19 have strongly agreed that mentoring helps inbuilding a continous learning organization, 29 have agreed, 2 are of neutralopinion and 1 disagrees.15. Does your mentor listens to your suggestions i.e. is reverse mentoring prevailing among you and your mentor? (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree 76
  • 77. 40 35 30 25 20 Number of P ers ons 15 10 5 0 S trongly A gree Neutral Dis agree S trongly A gree Dis agreeOut of 51 respondents, 10 have strongly agreed that reverse mentoringprevails between them and their mentor, 36 have agreed and 5 are of neutralopinion.16. Does mentoring really helps in employee’s growth and development? (a)strongly (b) agree (c) neutral (d) disagree (e) strongly Agree disagree8 77
  • 78. Out of 51 respondents,24 have strongly agreed that mentoring helps inemployees growth and development, 23 have agreed, 3 are of neutral opinionand 1 disagrees. DATA INTERPRETATION ON THE BASIS OF MEANAWARENESS Descriptive Statistics N Minimum Maximum Mean Std. Deviation VarianceFully aware of the mentoring 51 1.00 3.00 1.5294 .54233 .294programmeValid N (listwise) 51As the value of mean is 1.5294 so we conclude that majority of therespondents have opted for the option (a) which was ‘strongly agree’. Thisshows that the employees of ONGC are fully aware of the mentoringprogramme implemented in their organization.COUNSELLING 78
  • 79. Descriptive Statistics N Minimum Maximum Mean Std. Deviation Varianceincrease your overall morale 51 1.00 4.00 1.7647 .61930 .384and motivationValid N (listwise) 51AS the value of mean is 1.76 so this shows that most of the respondents haveopted for option (b) which was ‘agree’. So we conclude that mentoring hashelped in increasing the overall morale and motivation level of theemployees.FLEXIBILITY Descriptive Statistics N Minimum Maximum Mean Std. Deviation Variancechange their mentor if they 51 1.00 4.00 1.6863 .73458 .540are not compatibleAs the value of mean is 1.68, this shows that most of the respondents haveopted for option (b) which was ‘agree’. so we conclude that majority ofmentees are of the opinion that mentees shoul be allowed to change theirmentor if they are not compatible.EMPATHY AND SUPPORT 79
  • 80. Descriptive Statistics N Minimum Maximum Mean Std. Deviation Variancedemonstrated professional 51 1.00 2.00 1.6471 .48264 .233integritymentor was approachable 51 1.00 3.00 1.6078 .53211 .283and accessiblementor was supportive and 51 1.00 3.00 1.5294 .57803 .334encouraginganswered my questions 51 1.00 3.00 1.6471 .55941 .313satisfactorilyValid N (listwise) 51It has been inferred from the questions that through an established mentoringprogramme ONGC’s mentoring was effective in providing empathy andsupport to the employees. As most of the respondents have agreed to theabove statements. 80
  • 81. CAREER DEVELOPMENT Descriptive Statistics N Minimum Maximum Mean Std. Deviation Variancedemonstrated content 51 1.00 3.00 1.7647 .61930 .384expertiseprovided constructive and 51 1.00 3.00 1.9020 .53870 .290useful critiquesmotivated me to improve my 51 1.00 3.00 1.7843 .57667 .333work productWas helpful in providing 51 1.00 4.00 1.9608 .52767 .278direction and guidancechallenged me to extend my 51 1.00 4.00 2.2941 .72922 .532abilitiesmentor suggested 51 1.00 4.00 2.3922 .80196 .643appropriate resourceshelps in building a continous 51 1.00 4.00 1.7451 .62748 .394learning organization?mentor listens to your 51 1.00 3.00 1.9216 .52319 .274suggestionshelps in employee’s growth 51 1.00 4.00 1.6275 .69169 .478and development?Valid N (listwise) 51It can be inferred that ONGC’s mentoring programme lead to the careerdevelopment of its employees. It encouraged and motivated them and helpedthem to improve their productivity. 81
  • 82. 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 motivation18. What aspect did you like most about the Mentoring Program?Ans: The following are the answers commonly given by the employees: 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?Ans: The following are the answers commonly given by the employees: 1. Short duration of the programme 2. Mentees are not allowed to change their mentors. 3. Not a continuous programme. 82
  • 83. 20. What changes would you make to the Mentoring program?Ans: The following are the answers commonly given by the employees: 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
  • 84. TOTAL PARAMETERS Descriptive Statistics N Minimum Maximum Mean Std. Deviation VarianceAWARENESS 51 1.00 3.00 1.5294 .54233 .294EMPATHY & 255 1.00 3.00 1.6392 .55702 .310SUPPORTCAREER 408 1.00 4.00 1.9314 .68339 .467DEVELOPMENTCOUNSELLING 51 1.00 4.00 1.7647 .61930 .384FLEXIBILITY 51 1.00 4.00 1.6863 .73458 .540Valid N (listwise) 51 The value of average mean of parameter awareness is 1.5294. this showsthat most of the respondents have opted the option (b) which is ‘agree’. sowe conclude that the employees of ONGC are fully aware of the mentoringprogramme 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 wereeasily approachable. They constantly supported and encouraged theirmentees 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 theemployees in their career development. Mentors have helped their menteesin improving their productivity and helped them to set higher goals forthemselves. The employees also agree that mentoring helps in building acontinous learning organization and is helpful for the growth anddevelopment of employees.The value of average mean of parameter counseling is 1.7647. this showsthat most of the respondents have opted for option (b) which is ‘agree’. sowe conclude that ONGC’s mentoring programme was effective enough toboost the morale of employees. 84
  • 85. The value of average mean of parameter Flexibility is 1.6863. this showsthat most of the respondents have opted for option (b) which is ‘agree’. sowe conclude that ONGC’s mentoring programme shoul give an option tochange mentors at the will of the employees. 85
  • 86. 86
  • 87. FINDINGS Employees are fully aware of the mentoring programme within Ongc Empathy and Support is the major factor that has contributed to the effectiveness of mentoring programme within ONGC. Counselling and career development are the second and third most important factors contributing to the effectiveness of the programme. Some employees of this organization think that mentoring is effectively done in this organization but according to some of the employees there is still a scope of improvement in the present mentoring programme. Most of the employees are satisfied with mentoring programme in ONGC. It has increased their morale and productivity to a great extent. 87
  • 88. 88
  • 89. RECOMMENDATIONS1. The programme should be implemented at all the levels.2. The mentors should continue the mentoring journey atleast for 9 months, so that the mentees get full benefits from the mentoring process in terms of understanding the organization, its processes, rules, challenges, new knowledge of different systems and processes as well ws development of managerial skills to manage the performance of subordinates.3. One executive from HR Initiative group should be allotted fulltime for this programme.4. The programme should be a little more flexible according to the needs of the employees. 89
  • 90. LIMITATIONS OF THE PROJECT REPORT Sample size was 55 which can not be the true representative of the company having more than 38,000 executives in office work. Moreover I was working in the headquarters of the organization and there were only 55 mentees. Due to restrictions was not able to distribute the questionnaires in different branches of the organisation. The assignment being very challenging and of exhaustive nature requires appreciable time to carry out the survey and compile recommendations. Limited time had restricted to go for exhaustive and detailed study. It was observed that upto certain extend executives were trying to give idealistic responses. 90
  • 91. REFERENCESFor the project report on “Mentoring in ONGC”, I have consulted thefollowing books, periodicals and websites :- • “HUMAN RESOURCE MANAGEMENT” – L.M. Prasad • “HUMAN RESOURCE MANAGEMENT”- P. Subba Rao • HUMAN RESOURCE MANUAL of ONGC • ONGC reports – monthly magazine of ONGC • • Google • 91
  • 92. QUESTIONNAIREDear Sir/Madam, I am a student of Amity University, Noida(U.P.), doing my summerinternship in ONGC. This questionnaire is being filled up as part of mycurriculum in partial fulfillment of my PG(MBA-HR) programme. You maykindly take some time out to add value to my project. The findings will be used purely for academic purpose andat no point of time your identity would be revealed. Name- ISHA KOHLIRESPONDENT PROFILENAME -AGE -QUALIFICATION -LEVEL -LENGTH OF -SERVICE (Please tick) 1. I am fully aware of the mentoring programme within ONGC. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 3. My mentor demonstrated professional integrity (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 3. My mentor demonstrated content expertise in my area of need. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 92
  • 93. 4. My mentor was approachable and accessible. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 5. My mentor was supportive and encouraging (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 6. My mentor provided constructive and useful critiques of my work. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree7. My mentor motivated me to improve the productivity of my work. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree8. My mentor was helpful in providing direction and guidance on professional issues (e.g., networking). (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree9. My mentor answered my questions satisfactorily (e.g., timely response, clear, comprehensive). (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 93
  • 94. 10. My mentor challenged me to extend my abilities(e.g., risk taking, try a new professional activity, drafta section of an article). (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree11. My mentor suggested appropriate resources (e.g.,experts, electronic contacts, source materials). (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree12. Mentoring has helped in increasing my overall morale and motivation. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree13. The subordinates should be given a chance to change their mentor if they are not compatible. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree14. Mentoring helps in building a continous learning organization. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree15. My mentor listens to my suggestions i.e. reverse mentoring prevails between me and my mentor. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree 94
  • 95. 16. The mentoring programme really helps in employee’s growth and overall development. (a)strongly (b) agree (c) neutral (d) disagree (e) strongly agree disagree17. In what way(s) has being a Mentee been most helpful or beneficial to you? _______________________________________________________ _______________________________________________________ _______________________________________________________18. What aspect did you like most about the Mentoring Program? _______________________________________________________ _______________________________________________________ _______________________________________________________19. What aspect did you like least about the Mentoring Program? _______________________________________________________ _______________________________________________________ _______________________________________________________20. What changes would you make to the Mentoring program? _______________________________________________________ _______________________________________________________ 95
  • 96. THANK YOU 96