A Brief Note On Proposed Beginning of Mentoring Process In E&P Divn.

Talent has never been more important to the success of an Organisation since people,
not Companies, generate value. Yet, transforming a Company in to a talent first
Organisation is hard. It is also true that Sponsorship can catapult junior talent into top
management. Mentoring is indispensable to learning throughout our careers, not just
while we were fresh in our jobs. It’s how we identify and fill critical gaps we’d struggled
to address on our own. A good mentor is part diagnostician, assessing what’s going on
with us now, and part guide, connecting us with the advice, ideas, people, and resources
we need to grow and move ahead. Before we are a leader success is all about growing
our self. When we become a leader success is all about growing others. The best
mentorships are characterized by mutual respect, trust, shared values and good
communication. Characteristics of a mentee are curious, organized, efficient,
responsible, engaged and committed. Mentoring helps Organisations achieve their
talent development goals and ensuring solid leadership development. It also improves
talent acquisition efforts and fosters employee retention. This leads to reduced training
cost and harnesses the power of natural leadership. Considering above it looks evident
that we need a consulting vendor for our hand holding for some time in our strategy for
implementing and perpetuating a culture of Mentorship. Steps involved in a typical
Mentorship programme in any medium to large size Organisation is as follows:

1)Take up a pilot project comprising all 75 AETs of 2016 Batch and 25 select Mentors
(through a process of short listing, written test, personality assessment and matching
with the Mentees on individual traits).

2)Identify a competent vendor national/international of repute with experience and

knowledge in the field.

3)Pre kick-off training for 5-10 days for Mentors on Leadership, coaching,
communication, relationship building, delivering feedback, mentorship and related skills.
And a comparable duration competency based training path for the mentees with
monthly coaching engagements with Mentors and Mentees.

4)Deliver personality assessment to mentors and mentees to help with software based
pairing and partnering.

5)Kick-off event with Leadership team with announcement of expectations from the
programme and to be discussed and calendared with Mentors and Mentees.

6)Mentor follow-up coaching begins after 30 days of last training for 45-60 minutes in
small groups every month.
7) Mentee follow-up coaching for 45-60 minutes once in 2 months in larger roundtable
discussion about skills learnt, the mentorship process and feedbacks to improve the
mentor-mentee relationship.

8)Pilot will get completed in 12 months time from kick-off.

9)Sometime during this period Leadership decides on scale and coverage to roll out the
process in the Divn.

10)The above process is repeated for AETs of 2017 Batch.

11) Organisation for monitoring and reporting is being prepared for minimal physical
presence of the Vendors representatives/Experts.

12) National/International vendors will be short listed for partnering with us in this
endeavor in the next 10 days.

13) Plan from M/s INSALA, USA, world leader in this field will be submitting their proposal
shortly(within 2 days.)

Gyan Ratna KPG NAIR