Corporate Renaissance of Employees Maximization of Individual's Needs and Desires

Corporate Renaissance of EmployeesMaximization of Individuals Needs & Desires


"By learning you will teach, by teaching you will learn” - Latin Proverb


If every person in our society served as a Mentor to a Protégé as well as became a Protégé to a Mentor, we would be more successful and capable of solving our problems substantially faster than we do today


“When the Student is ready, the Teacher appears”


Licensed by Perrone Ambrose Associates Inc [PAA], Chicago, USA to institutionalize Mentoring programs in organizations in 2006

Attended 2 programs with PAA on “Setting up Mentoring Systems in Organization” and “Mentors – Train the Trainer”

Accreditation Acquired


What Is Mentoring?

A mentor is a person who helps someone else experience personal growth through learning

Mentoring then, is the offering of information or guidance by a person with useful experience, skills or expertise for another individual’s personal and professional developmentThe scope of mentoring is vastly greater than coaching, which is itself, a small subset of mentoring


Who Is A Protégé?

The term protégé refers to the individual being mentoredThe term’s Latin origin [protegere] implies a protected person or a ‘favorite’

But general usage implies a person whose career is being advanced by someone with experience or influenceThe term protégé is superior to the modern business-speak: “mentee”

Roles Of Mentor & Benefits

Employee Retention

Legacy Footprints

Mutual Growth

Enhance Competence

Organization Turnarounds

Customer Enchantment

Emotional Connectivity

Create Talent Pool

Value Driven

Relationship Bonds

Personal Transformation

Role Model

TeacherCoach

Evangelist

Guide

Advisor

Visionary

Developer

CaretakerChange Agent

Friend

Motivator

Counselor

Net worker

Leader

Inspirer

Supporter

Path Finder

Mentoring Roles and Processes

Performance Effectiveness Organization

Turnarounds

Customer Enchantment


Organization Transformation Model Through Mentoring Processes

Voluntarism by and/or Identification of Potential Mentors

Integrating willing Mentors and desiring Protégés

Mentors and Protégés relish their journey of togetherness in life

Mentors and Protégés build relationships of mutual acceptance


Organization Transformation Model Through Mentoring Processes

Mentors enable Protégés in enhancing Personal and Performance Effectiveness

Mentors transform Protégés into emotionally engaged employees

Emotionally engaged employees create emotionally engaged customers

Emotionally engaged customers drive business growth, profits and shareholder value


Recommended Road Map for Mentoring Initiatives

Gain absolute ownership and commitment of the top management team

Determine business case of the organization to initiate Mentoring

Business case can include: improve employee retention, culture building

Can also relate to productivity, building trust, developing future leaders etc



Set 1 to 3 years objectives for internal initiatives

Identify scope, coverage, evaluation processes etc

Form a Steering Committee or Core group, which will be a helpful structure

Have a coordinator preferably from HR or from other function/s



Define the roles of Steering Committee/Core group and Coordinator/s

Consider Systems, Support and Measurements while framing roles

Clarify Mentoring Alliance of Mentors, Mentees and Managers [i.e. immediate bosses]

Examine boundary management issues of the Alliance


Mentee

Manager Mentor

The Mentoring Alliance



Ensure confidentiality norms to be absolutely respected

Evolve criteria and guidelines for selection of Mentors and MenteesAscertain a voluntary group of Mentors to opt for formal training

Decide on profile of Mentees e.g. fresh recruits, lateral entrants, junior/middle management levels etc.



Generate expectations for participating Mentors and Mentees

Conduct a Mentor Skill/Value Building Workshop [2 days]

Carry out a Mentee Orientation Workshop [1 day]

Instill a learning orientation and focus for Mentors and Mentees



Arrange a Mentor – Mentee Interface/Integration Workshop [1 - 2 days]

Implement a transparent Mentor – Mentee matching process

Outline expectations, roles and responsibilities, first steps, meetings and processes

Communicate Mentoring initiatives within the whole organization

Mentors ought to be from different functions and not to be in the same line of hierarchy of the Mentees



Intervene with 3 quarterly reviews or at least 2 reviews, after launch with Mentors and Mentees [2 days for the Mentees and 1 day for the Mentors] – the 2nd day will be joint session for the Mentors and Mentees

Organize a Transition meet of Mentors and Mentees, a year from launch [1 day]

End formal Mentoring cycle and leave it open for continuing the Mentoring Partnerships either formally or informally


Suggestions for Successful Mentoring Initiatives

Ensure Senior Management and Mentors own the process

Create openness amongst Mentors by exposure to literature and external programs

Champion the initiatives passionately through willing Mentors

Devolve the implementation to Steering Committee/Core group – they can assist HR team



Monitor the performance and processes

Senior Management’s role would also include goading the initiatives and monitoring progress

Implement pilot projects in a particular division/profit centre

De-link Mentoring from Performance Appraisal process

Prevent overloading of Mentor – Mentee ratio – ideal 1:2



Insist on Mentor - Mentee meetings to happen at least once a month

Provide space and time for reflections and reviews

Mentors and Mentees to document data of their meetings

Learn from experiences and plough back lessons

Listen/review to understand and course correct



Make certain that the initiatives build upon earlier experiencesFrequent communication of best practices

Have a space in the intranet and other mediums

Inspire the rest of the Organization, to join the fold

Build a reservoir of Mentors by enrolling more Mentors and also some of the Mentees who’re capable of becoming Mentors eventually

Cascade further Mentoring interventions across Organizations



Avoid those not interested in being Mentors and Mentees

Conceive exclusive Mentoring rooms, conclaves, retreats

Incorporate outside office events like strategy meets, sales call

Organize presentations, study circles, games, dinners etc

Introduce simple celebratory and reward mechanisms


In house Workshops for Mentors

Adecco RM ESI

IOCL

Tata Teleservices

Lucas TVS Thomson

Conducted 2 day Mentor/Skill Value Building in house Workshops in the following Organizations:


Long Term In house Mentoring InitiativesFacilitated long term internal Mentoring initiatives which resulted in

sustained bonding of Mentor – Protégé relationships contributing to culture enhancement and organization effectiveness :

Al Seer [Dubai] Popular Vehicles Areva [formerly Alstom]

Sakthi Finance BPCL [Southern & Western

Regions] Sundram

Fasteners

Covansys now part of Computer Sciences Corporation [CSC]

Wockhardt Hospitals now part of Fortis group


Open Workshops on Mentoring Eight Open Workshops to equip Leaders and Managers of the Corporate world, were conducted at Chennai and Bangalore between 2005 and 2007

400+ Participants from 166 Organizations belonging to diverse business segments like Manufacturing, Services, Telecom, IT, ITes, FMCG, Public Sector and NGOs benefited, from the above Workshops

Rave reviews were received from all clients and participants, which in turn resulted in several invitations to facilitate in house Mentoring initiatives

Corporate Renaissance of Employees Maximization of Individual's Needs and Desires

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