Ibm mentorship program analysis

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Ibm mentorship program analysis

  1. 1. Mentorship Program
  2. 2. Introduction • IBM present in India since 1992 – Presence in over 200 cities directly or indirectly through business partner network • Widely recognized as an employer of choice – IBM holds numerous awards for its industry-leading employment practices and policies. • Chief HR officers are continually being challenged to do more with less; to deliver top class HR services with increasingly smaller budget; yet they are also aiming to grow. They are being challenged to: – Implement the most flexible and cost-efficient HR service delivery model – Enhance employee access and services through innovative HR technology and processes – Create a strategic HR organization that enables enterprise change and workforce transformation
  3. 3. Secondary Research Mentoring and coaching to inspire mentee to perform ‘best thinking’ and ‘best practice’ Mentoring and coaching to cause an individual to challenge status quo and discern facts from opinions. Coaches and Mentors to provide voice of encouragement and support Coaches and Mentors to teach and direct effectively as and when the competency and experiences tend to get lagged behind. Coaches and Mentors to provide constructive insights and feedback about the protégés’ ‘blind-self’ areas.
  4. 4. Past Mentorship Program • • • • People Manager Executives with 7-8 years of experience 50-60 direct mentees under him Each request has to be approved by him Proactive, not reactive Product Manager • Executives from same band as People Managers • One person may be People Manager to some and Project Manager to others • Works below the People Manager The Mentoring Process Set Goals (March) Review Goals (Dec) Dashboard Freeze, details forwarded to Mentors Discussion of performance Increment in pay
  5. 5. Need for Change • No Mentoring for Career Development: – Too many mentees to manage – Program as a compulsion discouraged active participation • Mentoring Hierarchy: – Need to increase mentors from different fields of expertise • Yearly Appraisal: – All aspects of performance could not be measured – No feedback for entire year is discouraging
  6. 6. Mentoring Programs at IBM Globally Shadow Program Intelligent Mentoring Blue Pages Mentoring at IBM
  7. 7. New System at IBM Introduction of mentoring pyramid Executive Mentoring Introduction of Career Guide role for— 1) 2) 3) 4) Help in planning employee career Education & facilitation Continuous feedback & evaluation Informal psychological help 3 Career Expert Social Mentoring Inverse Mentoring 2 Merging the role of People manager and project manager for— 1) Remove dual approval 2) Increasing utility of program 1
  8. 8. Implementation • People Manager now handles the approval, technical and psychological mentoring of the employee. • Career Guide handles the career related mentoring of the employee • Quarterly meet per employee between People Manager and Career Guide to ensure coherence Mentee’s perspective Mentor’s perspective Increment process modification • Phase I, April: In this the increments are provided as per the ratings from People Manager, Career Manager as per the old process. •Phase II, October: This is the new phase introduced, known as market correction. • Dependence of performance evaluation of mentors on the performance of mentee • Feedback from Mentee regarding the mentor’s attributes
  9. 9. Recommendations • • Each Mentor has generally fifty to Sixty direct mentees under him due to which there is no scope of personalization in the mentoring process. People tend to bypass the process if it is not part of formal appraisal process • The company should focus more on the two levers of mentoring pyramid- “social mentoring” and “inverse mentoring”. • This will also bypass the problem of too many mentees for a mentor and hence add the flavor of personalization • • It was not necessary that the mentor is placed in same location as of mentee. As a result mentees are not comfortable sharing and discussing their career aspirations openly • It should be ensured that the mentors are at least placed in the same city as of the mentee
  10. 10. Recommendations • • There is no formal infrastructure for people looking to gain knowledge in particular technologies in a personalized manner. People have to wait for specific programs to start, and there are delays when an inadequate number of people. • The setting up of an internal portal as an interface between employees willing to impart training and those willing to learn new technologies. • This would help in building an internal system of competencies, and hence also improve employee morale • To improve the motivation of employees in the organization • we recommend a Shadow Program under this program, an employee can voluntarily signup and shadow an executive for a day. • taking into account the large employee base in IBM, the program would be restricted to only two levels above the employee
  11. 11. Thank You!

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