Mentoring and Young Leadership Development


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Mentoring and Young Leadership Development

Mr. Marcel R Parker
Former President, Human Resources - THE RAYMOND GROUP

Published in: Business, Education
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Mentoring and Young Leadership Development

  1. 1. Speaker Series Copyright NHRD Pune Chapter
  2. 2. MENTORING AS A TOOL FOR TALENT RETENTION Marcel R Parker Chairman - IKYA HUMAN CAPITAL SOLUTIONS LTD Former President, Human Resources - THE RAYMOND GROUP 20th June 2009 Copyright NHRD Pune Chapter
  3. 3. WHAT IS MENTORING The professional development of a younger/inexperienced person through the guidance of an older/experienced person A relationship between a young person and an adult in which the adult offers support and guidance as the youth enters an organization, a new experience, takes on tasks or attempts to correct a earlier problem Some famous examples: Haydn and Mozart Peter Thompson and Tony Blair Brian Close and Ian Botham Arjun and Lord Krishna Copyright NHRD Pune Chapter
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  5. 5. Mentors are people who have a special or memorable helpful effect on our lives HAVE I BEEN MENTORED? ● Who took an interest in my welfare and development when I was taking up a challenge ● Who has been a role model for me ● Who has helped me to uncover and use a hidden talent or ability ● Who has helped me face and resolve a difficult situation in my personal/private life ● Who has challenged me to acquire a new vision and take a new direction THESE HAVE BEEN YOUR MENTORS BUT YOU MAY NOT HAVE CALLED THEM AS SUCH Copyright NHRD Pune Chapter
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  7. 7. BENEFITS OF MENTORING Studies have shown that employees given mentors enjoy a higher retention rate and are more productive than those who are not. Mentoring, if done well, sometimes gives organizations more buck for the bang than training and professional courses MENTEE - Benefits by developing confidence, learning more effectively and quickly acquiring new perspectives MENTOR - Feels he has had the opportunity to make a difference, satisfies the urge to help others constructively, particularly understands younger people better BOTH - Develop a wider perspective on organization and work LINE MANAGER - Gets a more effective Team member ORGANIZATION - More fulfilled, committed, resourceful and motivated employee NOT A ONE- SIZE- FITS –ALL- TOOL, BUT TO BE USED ALONG WITH OTHER TM AND RETENTION STRATEGIES AND LINKS THE VARIOUS APPROACHES FOR TALENT MANAGEMENT IN THE ORGANIZATION. Copyright NHRD Pune Chapter
  8. 8. MENTORING FOR FUTURE LEADERS / MIDDLE MANAGEMENT / YOUNG FRESH INTAKE / STUDENTS ● Improve the induction of young trainees into the organization ● Help create a more holistic understanding of businesses both old and new age ● Develop transferable skills ● Emphasises team building and not just STARS ● Appreciation of learning from lowest in the hierarchy ● Create an ability to question constructively and not accept everything as it is ● Understand and manage aspirations realistically depending on what level one is mentoring Copyright NHRD Pune Chapter
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  10. 10. WHAT DO MENTEES NEED? ● a sounding board ● a giver of encouragement ● a friend ● a source of emotional support ● a confidante ● a source of knowledge Copyright NHRD Pune Chapter
  11. 11. WHAT DO YOUNGER MENTEES EXPECT ? ● To be managed ● To be given answers to their problems ● To be told what to do ● To receive favours ● To have an easy ride ● To gossip about co politics ● To complain ● To be challenged ● To learn from examples and mistakes ● To become more self aware ● To sever relationship once immediate issue is sorted out Copyright NHRD Pune Chapter
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  13. 13. WHAT EXACTLY DOES A MENTOR DO ? ● ensures a balanced exchange ● shares experiences ● contributes to Mentee’s self-development personal competences, interpersonal skills, out-of-the –box solutions ● accompanies the learner ● empathises ● develops personal qualities and traits ● manages his own development and learning Copyright NHRD Pune Chapter
  14. 14. WHAT WILL WE TALK ABOUT OR DISCUSS? ● The mentees work-related issues ● The mentors work-related issues ● Career development ● Time management ● Personal issues ● Domestic issues Copyright NHRD Pune Chapter
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  16. 16. ENGAGING LINE MANAGEMENT HOW HR CAN GUIDE LINE MANAGERS AND CREATE OWNERSHIP ● Demonstrating the value of Mentoring to line management ● Training line management in mentoring techniques role-plays / practice ● Selecting credible managers to be mentors ● Time management ● Ensuring line management releases talent for mentoring ● Setting clear expectations for both Mentor and Mentee Copyright NHRD Pune Chapter
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  18. 18. STEPS FOR STARTING AND MANAGING A SUCCESSFUL CORPORATE MENTORING PLAN ● Plan the mentoring program around HR ‘s strategic goals and outline the objectives of each program ● Appropriate resources for communication materials, kick-off and training events, incentives etc ● Identify the employees to participate in the programme ● Define level of formality and program rules. Eg length of programme / reqd no of meetings/ No of mentees per mentor/ eligibility to participate/ Job levels between mentor/mentee ● Plan matching strategy and tactics-allow for some self-matching or some involvement in selection of mentor by the mentor and vice versa ● Conduct a call for Mentors-nominations/volunteers Copyright NHRD Pune Chapter
  19. 19. STEPS FOR STARTING AND MANAGING A SUCCESSFUL CORPORATE MENTORING PLAN ● Publicise the programme and it’s benefits through multiple channels ● Find a champion in the organization to drive the programme - [NOT FROM HR] ● Kick off programme with a social get-together /share success stories ● Monitor and track participation of the programme ● Measure results against program objectives-are attrition rates lower/ are the mentors and mentees more confident/are they moving up the ladder faster than non-mentored persons ● Share success stories with senior management Copyright NHRD Pune Chapter
  20. 20. THANK YOU Copyright NHRD Pune Chapter