The Future of Employee Development - Enterprise Mentoring


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Hello, in the next six minutes and 40 seconds, I'd like to show you what the future of people development looks like within companies - a future which puts the development of your employees firmly in the hands of your managers, the very people who are most responsible for getting the best from employees.

As a Business Owner, CEO, VP, Head of Department, or an executive in the world of HR and L&D, you'll know that developing your employees and managers so every team member fulfils their full potential is a critical key to achieving higher levels of business performance. The link between positively engaged, motivated and driven employees - and higher levels of revenue and profit growth is now conclusively proven, and indisputable.

The most successful business leaders and companies around the world know that to get the maximum performance from their teams, employees don't just need functional training so the have the technical skills needed to do their job, but every employee and manager in a company needs continual personal development and work on their softer skills.

The most successful business leaders and companies make a point of working on the personal leadership, communication, team development and commercial acumen of their people, making sure all their employees and managers are sharp and fresh. And making sure complacency and bad habits are kept at bay.

However, there can be no doubt that personal development and soft skill development is different to technical training. Learning a technical skill such a learning to use a computer, or learning a new business process is different to developing your own personal leadership ability or learning to think from a customers perspective.

In the past, the personal development of employees has either never happened, or has been pushed out to external training providers, or put in the hands of internal training departments, often with mixed results in terms of creating lasting change in employee behaviour. With these traditional approaches to employee development, in many cases companies do not see the tangible increase in revenue and profits they expect or want.

Learning approaches such as two day workshops are expensive on all fronts, and although they can work well for learning a new technical skill, they are not always suited to personal development at a workforce level, as it's difficult to change behaviour and attitude in any lasting way in such a short space of time.

E-learning approaches cost much less and very scalable, and again are good for learning a new technical skill. But just like classroom training, e-learning doesn't really get under the skin of employees and create a lasting change in behaviour.

There is however a different way to approach the development of your employees - specifically in the area of personal, professional and business development, which is to put the ownership and responsibility for their development within the hands of your managers, the very people who day to day have responsibility for getting the best from your employees.

The approach I'd like to speak to you about in this short presentation, and the approach which I believe is the future of personal development of employees is called 'Enterprise Mentoring'.

Let me explain how Enterprise Mentoring works with the example of Sarah who is a line manager at Amroze Technology. Sarah manages a team of 5 people - Sally, George, Michelle, David and Amanda. In the past Sarah's team has received quite a bit of technical training so they have the functional skills to do their job properly.

But sarah knows that if she can work on the mindset and attitude of her team (both those who are customer and non-customer facing), and get them all to take extra ownership and responsibility for the success of her department, she can deliver the best service for her customers, who in turn will want to repeat buy and recommend her.

She also knows that when the company is more

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The Future of Employee Development - Enterprise Mentoring

  1. 1. Higher Profits Engaged Customers Engaged Employees
  2. 2. Technical Skills Soft Skills
  3. 3. Personal Communication Leadership Commercial Team Acumen Development
  4. 4. Enterprise Mentoring Line-Managers take responsibility for the personal development of their teams
  5. 5. Sarah Sally George Michelle David Amanda +
  6. 6. Commercial Acumen Self-Belief Habits Actions Knowledge Decisions Language Attitude Abilities Leadership Ability Behaviours Understanding Beliefs Skill Set Mindset Thinking Customer Focus Confidence Business Understanding
  7. 7. Higher Profits Engaged Customers Engaged Employees
  8. 8. Sarah knows she has to take responsibility for developing her team, and getting the best from them
  9. 9. > Personal Leadership > Customers > Teams
  10. 10. MP3 Player Mobile Phone Internet LMS CD Rom Mentor + Group Mentoring Walking to Work On a Train At Home In the Office At Home Sessions Mon 8.30am Tue 3.30pm Wed 8.00pm Tue 11.00am Mon 9.00pm Fri 3.00pm
  11. 11.
  12. 12. +