Mentoring and Young Leadership Development by Mr. Marcel R Parker Chairman - IKYA HUMAN CAPITAL SOLUTIONS LTD Former President, Human Resources - THE RAYMOND GROUP

1. Speaker Series
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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20. THANK YOU
marcelrparker@gmail.com
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