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HR strategies for people development

Mentoring

Section 2, Group 14

FT12 249 Ruma Patra

FT12 257 Siddhant Gupta

FT12 263 Sriharsha B

FT12 268 Varsha Agarwal

FT12 282 Harshavardhan Minhas

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Mentoring

"A lot of people have gone further than they thought they could

because someone else thought they could."

Helping Each Other Grow Long term relationship, not confined by space or

time

Goes beyond professional relationship

Traditionally, mentoring is viewed as a dyadic,face-to-face, long-term relationship between asupervisory adult and a novice student thatfosters the mentees professional, academic, orpersonal development (Donaldson, Ensher, &Grant-Vallone, 2000)4/14/2012 2Section 2, Group 14

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Role of a Mentor

Identify skills, interest and aspirations of mentee

Facilitates growth by providing guidance, resources

and networks

Offers emotional support

Challenging mentee to go beyond comfort zone

Creating an environment to foster confidence of

mentee

4/14/2012 3Section 2, Group 14

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Mentoring vs. Coaching

Coaching It is a method of training, directing or instructing a person or group of

people to do a specific task or develop certain skills.

Uses one or any combination of methods including: motivational talks,

seminars, workshops, clinics and supervised practice.

Mentoring Relationship built on trust, and one of its primary goals is to make the

newcomer more confident in their abilities and talents.

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Contd

4/14/2012 Section 2, Group 14 5

Coaching Mentoring

Key Goals To correct inappropriate behavior,improve performance and skills

To support and guide overall

growth

Initiative for

Mentoring

The coach directs the learning The protg is in charge of the

learning

Volunteerism Not necessary Mentor and protg bothvolunteer

Focus Immediate problems Long term career and personaldevelopment

Goals Heavy on telling with appropriatefeedback

Heavy on listening, role

modeling, suggestions

Duration Short-term (as needed) Long term

Relationship Coach is often the boss/manager Mentor is rarely theboss/manager

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Types of Mentoring


Mentoring

Based oninitiator

Informalmentoring

Formalmentoring

Based on

approach andparticipants

One-on-One

Groupmentoring

Facilitatedgroup

mentoring

Peer-group

mentoring

Teammentoring

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Types of Mentoring

Based on initiator

1. Informal mentoring:

Personal/Self Selection based on personal chemistry

Goals of the relationship are not specified

Result is not quantified or evaluated

Access is limited and may be exclusive

The organization benefits indirectly, as the focus is exclusively on the mentee

2. Formal mentoring:

Initiated by organization with a specified goal or target

Outcomes are measured

Access is open to all who meet program criteria

Mentors and mentees are paired based on compatibility

Training and support in mentoring is provided


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Types of Mentoring

Based on approach and number of participants1. One-on-One mentoring:

Protgs are matched with mentors who have experience in the similar line of work

Customized mentoring methods and programs can be adopted.

Optimal for developing strong one-on-one relationships between mentoring pairs

Developmental program that maintains complete secrecy.

2. Group mentoring:

Collection of mentoring relationships that meets together on a regular basis for an agreed uponlength of time

Relationships include between the mentor and facilitator(s) and among the menteesthemselves.

Organization can maximize its pool of qualified mentors (high mentor-mentee ratio).

Mentees receive multiple sources of feedback, not just that of one mentor.

Mentees dont have as much 1-on-1 contact with the mentor(s) as they often would like.


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Types of Mentoring

Group mentoring

1. Facilitated group mentoring:

A number of people to participate in a learning group.

Experience multiplies as each group participant brings personalexperiences into the conversation.

Facilitator asks questions -> meaningful responses -> Shareexperiences -> feedback and sounding board.

Example: Once a month seven physicians meet to talk about issuespertinent to their small subspecialty area of practice. For eachsession, they choose an outside facilitator (usually a medicalacademician) based on the topic they are exploring.


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Contd

2. Peer-group mentoring:

Brings peers with similar learning interests or needs.

Self-directed and self-managed group.

Each participants needs to be satisfied.

Example: Each participant presents a problem or issue. The

other members respond to the problem. The collectiveideas are harnessed to solve problems and improvepractices.

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Contd

3. Team mentoring:

Methodological learning of an intact team.

Individuals of the team articulate mutual goals.

Process allows the team to be supported

Example: In a law firm, two mentors with different legal

specialties work with an internal group of associateswith the goal of helping them better understand what

they do and how they do it.

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Five Phases of the Mentoring

Relationship Model

Purpose

Want for amentor

Engagement

Finding andBeing aMentor

Planning

Developingmentoringaction plan

Emergence

Engaging intheconversatio

n

Completion

CelebratingAccomplishments

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Success Factor

Strategiesfor

success

Readiness

Opportunities

Supportsystem

Articulation of the goals andpurposes of mentoring.

Develop expectations and practices

for mentoring.

Clarify roles of the individual

participants.

Create opportunities

to meet a variety of

learning needs

Develop the structures and

practices of mentoring.

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Benefits to organization

By introducing mentorship program and organizations

obtain the following benefits:

Increased employee retention

Improved job performance/ productivity

Develop a strong line of leadership

Enhance career development

Support career transitions Promote diversity

Improve technical knowledge

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Famous Mentors and Mentees

Krishna

The Archetypal Mentor to

Arjuna

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Thomas Edison

to Henry Ford

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Contd

Sri Ramkrishna Paramhansa and Swami

Vivekananda.

When Vivekananda came to Ramakrishna his name was still

Narendranath -- he was extremely argumentative, an

atheist, a rationalist. He wanted proof for everything.But the idea and experience of his Guru gave him a new

direction of life and the gifted world one of the most

powerful leader of all times.

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Bill Campbell to

Steve Jobs and

Eric Schmidt

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K. Balachander

to Kamal Hassan

and Rajnikanth

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4/14/2012 Section 2, Group 14 18

Coach Ramakant Archerakar and Sachin

To Sachin Coach Archekar was never merely a coach,

but his Sir was his path finder who has channelized

his immense potential.

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Thank you!

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OB ppt (4)

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