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Paradigm Shift- Mentor Mentee Relationship Alignment
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Paradigm Shift- Mentor Mentee Relationship Alignment

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White Paper on Talent Management

White Paper on Talent Management

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  • Dear Rojina,

    I was on linked in and got to your profile. Happy to know you're doing well at E&Y. I also cursorily read your white paper on Mentor-Mentee relationship and understand that you have have put in lots of effort and the outcome is the proof of that.

    I request you to please share this document with me on sarfaraz(dot)calibrecreators@gmail.com

    Thanks and Regards.

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Paradigm Shift- Mentor Mentee Relationship Alignment Paradigm Shift- Mentor Mentee Relationship Alignment Document Transcript

  • Paper onA Paradigm Shift-Mentor Mentee Relationship Alignment 1
  • A Paradigm Shift -Mentor Mentee Relationship Alignment Executive Summary Executives and Top Management of the largest and most complex global organizations are increasing their focus on cultivating talents Table of Contents Across the firm. This emphasis on identifying and cultivating leadership pipeline is driven both by the need to manage through current economicExecutive Summary 1 turbulence as well as the challenges of promoting long term corporate growth. Hence, that Mentoring serves as the powerful source of Transfer of Job Knowledge and aides Succession Planning.Concept –Mentoring, Mentor 2and Mentee Mentoring defined as developmental assistance offered to a junior Employee by someone more senior and experienced in the organization. Although mentoring, in practice, may stray from this definition, itsVarious Roles Played by Mentor 2 application and intention remains the same—provide a tangible benefit in terms of business results to the organization, Development of high potential employees and Talent pipeline development/succession planning .Mentoring is a protected relationship, in which learning andBusiness Case 3 experimentation occur through analysis, examination, reexamination and reflection on practice, situations, problems, mistakes and Successes (of both the mentors and the mentees) to identify learning opportunitiesAnalyzing the Problem Areas 4 And gaps. ….Mentoring is about helping the learner/mentee to grow in self Confidence and develop independence, autonomy and maturity.Case Solution 4 The mentoring relationship is a special relationship where two people make a real connection with each other. In other words they form a bond. It is built on mutual trust and respect, openness and honesty where eachConclusion 7 party can be itself. It is a powerful and emotional relationship. The Mentoring relationship enables the mentee to learn and grow in a safe and protected environment. …The quality of the relationship is crucial to a successful outcome; If bonding does not occur and one or both of the two parties are not comfortable within The Relationship then neither learning nor Mentoring will be sustained. 2
  • Concept-Mentoring, Mentor and MenteeMentoring: is defined as developmental assistance offered to a junior employee by someone more senior andexperienced in the organization. Although, mentoring, in practice, may stray from this definition, its application andintention remains the same—provide a tangible benefit in terms of business results to the organization.Mentor: The senior leader guiding the junior member on Leadership, Business and Emotional aspect is calledMentor. Specific Benefits to a Mentor: · Develops own Leadership skills · Understands Leadership Bench strengthMentee: The Professional being mentored is called a Mentee. Specific Benefits that a Mentor can provide are as follows: · Receives Instructions in specific skills and knowledge critical to successful job performance · Receives Help in understanding the unwritten rules in the organization · Receives Answers to questions and offers important insights · Offer Emotional Support · Serve as a Role ModelCreate an environment in which mistakes can be made without losing self confidence. Various Roles Played by a MentorThe Mentor’s role requires wearing hats of a Counselor, Coach and a Mentor. However, it is essential to understandthe key difference between these terms which are often used interchangeable:Particulars Coaching Counseling Mentoring Deals with organizational, Deals with performance problems Deals with emotional career or personalScope and Limitations and specific challenges problems transitionsCentral Focus Task Centered Problem Centered Possibility Centered Works on the interface Works for developing and selecting between the individuals options for behavior in specific Works on clients identity and the bigWhat is worked on? Situations embodiment of the problem pictureTime Frame Short to medium term Past and present Past present and future The clients thoughts,Areas for discussion How the client acts How the client feels feelings and actions Professional unconnected Line manager or professional to day-to-day lifeWho does it? personal coach Professional third party (off-line)Areas for potential Knowledge, skills andbenefit Knowledge & skills Insights insights 3
  • Business Case Compulsory Executive Mentoring Program (CEMP) Failed MiserableSituation: In January 2005, with roughly a major chunk of employees in a XYZ Company nearing Retirements, it isessential to devise a mechanism to transfer Job Knowledge and build the Talent Bench of *High Potentials in theCompany. In order to address the concern, the Head HR along with the Business Vertical Heads diagnosed thethreats looming on the organization. He devised an Action Plan. The Plan would take 3 years time in order toprovide results and the key elements of the plan are as follows: a) To devise the **DNA of the Future leader. b) The DNA provides a roadmap on the key characteristics of the future Leaders c) The Assessment was administered in the team which is considered from a High Potential Set of Employees and currently in a Managerial profile. d) Business Vertical Heads were asked to mentor and provide guidance to these Hi Potential set of group that would be allocated to them e) A Compulsory Executive Mentoring Program (CEMP) was launched as a Process wherein every Business Vertical Head was given a Manager to be trained in January 2008. f) After giving basic information about Mentoring Concept, follows, the mentor and mentee were asked to spent time with each other. After completion of first year of the program, the HR Head was anticipating a positive outcome. However, survey findings from these mentors and mentees to gauge their feedback on the training revealed major mismatch in the expectations of Business Vertical Heads from their Managers and vice versa which is as follows: · Mismatch of mentor/mentee · Mismatch of expectations · Reluctant mentor/mentee · Overzealous mentee · Gender mismatch · Cultural mismatch · Emotional involvement · Broken confidentiality · Conflicting Managers and Mentees · Obstructions from conflicts of others, e.g. mentees line manager, colleagues, partners · Parameters/boundaries not agreed in advance The HR Head is in a predicament since a well devised program had reflected poor results. The current issue was to find where did they go wrong and accordingly take corrective actions. -------------------x------------x---------------x---------------------------*A High Potential criteria is different for different organizations, however, in the above case is a professional who isa Team Manager (Manages self and others i.e. subordinates) and is able to achieve two promotions in four yearstime.**DNA of Future Leader- The knowledge, skill and behavioral attributes that he/she should possess as designed fora future leader 4
  • Analyzing the Problem AreasThe Program was devised over a period of three years and efforts by various Business Vertical Heads and HumanResource Team were invested to bring out a structured succession planning Initiative called Compulsory ExecutiveMentoring Program (CEMP).However, after going through the case, the following elements were not seen · There was no involvement of Head‘s /CXO’s of Company i.e. Steering Committee or Apex Committee (which consists of representatives from each business unit) for providing solutions and guidance. · There was no assessment conducted to understand the Business Vertical Head’s comfort level towards playing a mentor’s role · Each Business Vertical Head was allocated a manager; it was a forced decision thrusted on Managers. · HR had only provided general information on mentoring to Participants. · No Ice Breaker session or initial orientation program between mentor and mentee was conducted. · No Agreement to formalize the association or goals was set. · No Guidelines was set regarding meetings. · A survey needs to be conducted after every twelve months to assess the satisfaction rate wherein 100% participation response should be measured. The frequency for gauging the feedback is very low.This resulted in high pressure regarding results, no sense of direction and ambiguity without setting any goals orexpectations. Case SolutionThe above diagnosis reflects that the Mentor and Mentee were following the “Ritualistic Relationship” that isfollowed in a Corporate rather than participating in the real spirit. Some of solutions like Defining ‘Responsibilities ofMenter and Mentee’ and ‘Mentor Mentee Agreement ‘can be implemented to bring about seriousness in thisassociation. Responsibilities of Mentor and MenteeEmployee job descriptions are written statements describe the duties, responsibilities, required qualifications, andreporting relationships of a particular job. Similarly, defining Responsibilities of a Mentor and Mentee would createawareness of their deliverables; this would further help them align towards their goals or purpose in a smooth andstructured manner. Broad areas of responsibilities are mentioned in the below Figure: 5
  • Mentor Mentee Responsibilities · Clear Objectives of Involvement Responsibilities · Clear Objectives of · Mentor’s should know his Involvement /her Strength and weakness should complement mentee’s · Should know Self’s strengths development needs. and weakness and the expectations from Mentor · Executive Coaching should should be cleared be assigned to Mentor communicated · Should be a Active Listener · Choice to select a mentor should be a decision of self · Should exercise a thought provoking conversations and help · Mentee‘s Expectations with arrive at solutions respect to future career aspirations should be clear · Should never go out of his way to help a Mentee · Should not develop a Dependency on mentor or become indecisive in absence of Mentor Figure1. Responsibilities of Mentor & Mentee Mentor Mentee AgreementThe objective of bringing about an Agreement and getting the same signed by all the parties –Mentor, Mentee andOrganization is to bring about an element of seriousness which would benefit all of them. The Premises stated beloware to bring about a discipline rather than to regulate the relationship. The following are the broad premises: 6
  • Premises in Mentor Menteethe AgreementCriteria Heading a Business Vertical and Identified as a High Potential in the organization willing voluntarily to be a MentorKick Off Meeting The meeting is a one day off site The meeting is a one day off site meeting wherein meeting wherein all the mentors all the mentors and mentee meet and know each and mentee meet and know each other better other betterSelection It will depend on Mentee’s decision. They are given free will to select the mentor who isParameter a Participant. The process of selection would be following the same is following the First In First Out Basis (FIFO) Principle .i.e. Total Number of Mentors are from A to D If the mentor A is selected by Mentee 1 first ,then for Mentee 2 -three options are available viz. B, C and DExpectations Should be responsible for imbibe Should be able to place trust in mentor i.e. able to the confidence in the mentee for accept that the mentor would be able to provide shouldering responsibilities direction to his career and groom him in his area’s independently and as per the improvement. Mentee’s needs.Frequency and The meeting should conducted in The meeting should conducted in informal settinglocation of informal setting and once every and once every month for 2 hours minimum andMeetings month for 2 hours minimum and maximum time as per choice maximum time as per choiceExternal Influence A common Executive Coach would A common Executive Coach would be assigned to be assigned to both –Mentor and both –Mentor and Mentee. He can be Mentee. He can be approachable by approachable by either of the parties-Organization, either of the parties-Organization, Mentor or Mentee Mentor or MenteeResponsibility of The mentee will be responsible for The mentee will be responsible for calling theinitiating the calling the mentor and arrange a mentor and arrange a meetingmeetings meetingDuration The contract would be for 1 year The contract would be for 1 year.Goals & The goal & expectation of mentee The goal & expectation of mentee should beExpectations should be mentioned in the contract mentioned in the contractAssessment Every Quarter, an online survey Every Quarter, an online survey would be/Feedback would be conducted conductedFeedback Review A common Executive Coach would A common Executive Coach would be reviewingby Executive be reviewing the and discuss ding the and discuss ding the same with all the partiesCoach the same with all the partiesExit It should be a mutual decision of It should be a mutual decision of Mentor and Mentor and Mentee if they would Mentee if they would wish to continue or would wish to continue or would like to like to party with this association party with this association 7
  • ConclusionMentoring is a voluntary relationship between two individual-the mentor and the mentee which will result in apositive, facilitative and mutual developmental activity which is not related to nor form part of organizational systems,of assessment, appraisal or performance review. It is imperative that the end result of the Program should not mar theobjective of the process of building relationship. There are many Mentoring programs that match Mentors andMentees through a variety of means that require different level of resources. However, the above process is amechanism to find the most appropriate match while still overseeing the process enough to ensure effectiveknowledge transfer and Mentor Mentee’s participant development. 8
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