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Generic Protege Orientation

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Generic Protege Orientation

  1. 1. McCARTHY MOTOR HOLDINGS Mentorship Programme
  2. 2. McCARTHY MOTOR HOLDINGS <ul><li>AGENDA </li></ul><ul><li>Introduction and Purpose of the Mentorship Programme </li></ul><ul><li>What is Mentorship? </li></ul><ul><li>Benefits of Facilitated Mentoring </li></ul><ul><li>Definitions </li></ul><ul><li>Roles and responsibilities </li></ul><ul><li>Mentor Skills and Attributes </li></ul><ul><li>Other supporting interventions </li></ul><ul><li>The Process </li></ul><ul><li>Documentation </li></ul><ul><li>GOAL SETTING </li></ul>
  3. 3. McCARTHY MOTOR HOLDINGS What is the purpose of the programme? <ul><li>To respond to a lack of progress in EE management appointments </li></ul><ul><li>To assist with the development and retention of black staff with high potential for advancement. As a means of retaining quality staff. </li></ul><ul><li>To personally demonstrate Management commitment to EE </li></ul>
  4. 4. McCARTHY MOTOR HOLDINGS What are the more specific goals? <ul><li>Accelerated EE promotion rate over the next three years </li></ul><ul><li>Succession depth, including cross franchise </li></ul><ul><li>Empowerment of individuals </li></ul><ul><li>Recognition of current talent pool </li></ul><ul><li>Talent retention </li></ul><ul><li>Accelerated learning </li></ul><ul><li>Operational versus Strategic understanding </li></ul><ul><li>Nurturing of good relationships </li></ul>
  5. 5. <ul><li>A deliberate pairing of a more skilled or experienced person with a lessor skilled or experienced one, with the agreed-upon goal of having the lesser skilled person grow and develop specific competencies. </li></ul><ul><li>An accelerated learning process. </li></ul>McCARTHY MOTOR HOLDINGS
  6. 6. <ul><li>Structure and processes </li></ul><ul><li>Guide the desired change in behaviour </li></ul><ul><li>Evaluate the results </li></ul><ul><li>Development of skills and leadership abilities </li></ul>McCARTHY MOTOR HOLDINGS
  7. 7. McCARTHY MOTOR HOLDINGS Protégé Manager Mentor
  8. 8. <ul><li>Mentor </li></ul><ul><li>Protégé </li></ul>McCARTHY MOTOR HOLDINGS
  9. 9. McCARTHY MOTOR HOLDINGS <ul><ul><ul><li>MENTOR </li></ul></ul></ul><ul><ul><ul><li>Develops the whole person and not just the job-related issues </li></ul></ul></ul><ul><ul><ul><li>Acts as a source of information about the company’s mission, goals, policies communication channels, training programmes etc. </li></ul></ul></ul><ul><ul><ul><li>Acts as a sounding board </li></ul></ul></ul><ul><ul><ul><li>Challenges the protégé to acknowledge strengths and weaknesses and to seek opportunities to overcome these. </li></ul></ul></ul><ul><ul><ul><li>Acts as a gateway to sources of information and people who are able to add value. </li></ul></ul></ul><ul><ul><ul><li>Seeks opportunities for the protégé to practice and develop key skills for the future. </li></ul></ul></ul><ul><ul><ul><li>Facilitates effective behaviour as to how to function in business. </li></ul></ul></ul><ul><ul><ul><li>Asks questions that encourage thought and growth </li></ul></ul></ul><ul><ul><ul><li>Shares personal work related experiences that will help the protégé grow. </li></ul></ul></ul><ul><ul><ul><li>Sets development goals, coach and provide feedback on observed behaviour. </li></ul></ul></ul>
  10. 10. McCARTHY MOTOR HOLDINGS <ul><ul><ul><li>PROTÉGÉ </li></ul></ul></ul><ul><ul><ul><li>Identifies developmental needs and setting development goals. </li></ul></ul></ul><ul><ul><ul><li>Formulates an action plan for accomplishing goals. </li></ul></ul></ul><ul><ul><ul><li>Maintains of individual development plan documentation. </li></ul></ul></ul><ul><ul><ul><li>Has regular contact with the co-coordinator on the progress of the relationship. </li></ul></ul></ul><ul><ul><ul><li>Compiles a Learning Log. </li></ul></ul></ul>
  11. 11. McCARTHY MOTOR HOLDINGS <ul><ul><ul><li>CO-ORDINATOR </li></ul></ul></ul><ul><ul><ul><li>Promotes the programme </li></ul></ul></ul><ul><ul><ul><li>Maintains active relationships </li></ul></ul></ul><ul><ul><ul><li>Assists with development goals </li></ul></ul></ul><ul><ul><ul><li>Conducts group meetings of mentors and protégés when appropriate. </li></ul></ul></ul><ul><ul><ul><li>Conducts mentor and protégé orientation. </li></ul></ul></ul><ul><ul><ul><li>Monitors progress of development with the participant </li></ul></ul></ul><ul><ul><ul><li>Maintains records </li></ul></ul></ul><ul><ul><ul><li>Co-ordinates activities </li></ul></ul></ul><ul><ul><ul><li>Reports to Executive Committee on progress of mentoring programme </li></ul></ul></ul><ul><ul><ul><li>Provides resource for counselling on issues </li></ul></ul></ul><ul><ul><ul><li>Facilities conclusion of the relationship </li></ul></ul></ul><ul><ul><ul><li>Facilitates group discussions with mentors </li></ul></ul></ul><ul><ul><ul><li>Facilities group discussions with protégés </li></ul></ul></ul>
  12. 12. McCARTHY MOTOR HOLDINGS <ul><li>Company/Protégé Expectations </li></ul><ul><li>Being mentored does not guarantee career advancement, but it does significantly increase on-the-job learning and indirectly offers accelerated career growth opportunities. </li></ul><ul><li>It empowers the protégé to take responsibility for their own development. </li></ul>
  13. 13. McCARTHY MOTOR HOLDINGS
  14. 14. McCARTHY MOTOR HOLDINGS <ul><li>Pre-Work </li></ul><ul><li>Assessments(Jung Personality/Aptitude </li></ul><ul><li>Job Description review </li></ul><ul><li>Performance Evaluation by manager </li></ul><ul><li>Training Needs Analysis. </li></ul><ul><li>Development Plans/Goals </li></ul>
  15. 15. McCARTHY MOTOR HOLDINGS
  16. 16. McCARTHY MOTOR HOLDINGS
  17. 17. McCARTHY MOTOR HOLDINGS Program Evaluation Mentor Process Introductory Meeting Monthly Meetings held Quarterly Report to Coordinator Agreement Concludes After Competence is certified/not
  18. 18. McCARTHY MOTOR HOLDINGS
  19. 19. McCARTHY MOTOR HOLDINGS
  20. 20. McCARTHY MOTOR HOLDINGS <ul><li>Introduction </li></ul><ul><li>Why goals are important </li></ul><ul><li>Intense Desire </li></ul><ul><li>Write them Down, Tie them up </li></ul><ul><li>Making Goals Work </li></ul><ul><li>Planning, looking Ahead to get ahead </li></ul><ul><li>The remaining 90% Sheer Persistence </li></ul>CONTENT
  21. 21. McCARTHY MOTOR HOLDINGS SUMMARY MODULE 1 <ul><li>Why are goals Important: </li></ul><ul><li>They help us focus on what we want </li></ul><ul><li>They assist with getting us to do something about it. </li></ul><ul><li>They give us more control over our own lives </li></ul>YOU CREATE YOUR OWN DESTINY… DON’T BLAME PEOPLE/CIRCUMSTANCES FOR WHERE YOU ARE
  22. 22. McCARTHY MOTOR HOLDINGS MODULE 2 <ul><li>WHAT MOTIVATES YOU? </li></ul><ul><li>WHY? </li></ul>
  23. 23. McCARTHY MOTOR HOLDINGS MOTIVATION SELF MOTIVATION IS THE KEY TO SUCCESS and SUSTAINED MOTIVATION IS FROM WITHIN so… Take STOCK now CHANGE your thinking SYNCHRONISE Make time to CARE Fall in love with STRESS Clearly DEFINE your GOALS
  24. 24. McCARTHY MOTOR HOLDINGS Dream Visualise Attitude Decision Mission Goals Objectives (Sub goals) Plan of Action Daily To Do List Action! Dream Attitude Decision Visualisation Main Goal Sub Goal 4 Sub Goal 3 Sub Goal 2 Sub Goal 1
  25. 25. McCARTHY MOTOR HOLDINGS S Specific Detailed and clear Description , M Measurable Definable with Clear Parameters A Attainable/Achievable To live a 1000 years or buy out Bill Gates is not attainable R Realistic Do not limit your Goals or vision but be realistic! T Timed Set Deadlines and firm Dates
  26. 26. McCARTHY MOTOR HOLDINGS “ People don’t change their behaviour unless it makes a difference for them to do so” (Fran Tarkenton)   The most important contributor to your personal success will be your ability to get other people to change their behaviour to match changing times. This is the biggest challenge facing anyone who needs to achieve goals through others. We meet so many people who moan about how their people won’t adjust to the new realities. Well, here’s the message: People won’t change if you threaten them. That will only send them deeper into their shells. No, people will only change if you can clearly show them the “how” of doing it. And you may just get them to change. By the way, if they don’t respond to the “why’, it’s not because they’re immovable. It’s because you couldn’t move them. Yes, success isn’t easy. It’s the cumulative result of doing the right thing, discovering it’s the wrong thing and then doing the right thing over and over again.

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