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

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 a supervisory adult and a novice student that fosters the mentees professional, academic, or personal development (Donaldson, Ensher, & 4/14/2012 Section 2 Grant-Vallone, 2000) 2, Group 14

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

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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
Coaching
Key Goals Initiative for Mentoring Volunteerism Focus Goals Duration Relationship
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Mentoring
To support and guide overall growth The protg is in charge of the learning Mentor and protg both volunteer Long term career and personal development Heavy on listening, role modeling, suggestions Long term Mentor is rarely the boss/manager
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To correct inappropriate behavior, improve performance and skills The coach directs the learning Not necessary Immediate problems Heavy on telling with appropriate feedback Short-term (as needed) Coach is often the boss/manager
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Types of Mentoring
Mentoring

Based on initiator

Based on approach and participants One-onOne Group mentoring

Informal mentoring

Formal mentoring

Facilitated group mentoring

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Peergroup mentoring

Team mentoring
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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 participants
1. 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 upon length of time Relationships include between the mentor and facilitator(s) and among the mentees themselves. 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 personal experiences into the conversation. Facilitator asks questions -> meaningful responses -> Share experiences -> feedback and sounding board.

Example: Once a month seven physicians meet to talk about issues pertinent to their small subspecialty area of practice. For each session, they choose an outside facilitator (usually a medical academician) 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 collective ideas are harnessed to solve problems and improve practices.
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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 associates with 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 a mentor

Engagement
Finding and Being a Mentor

Planning
Developing mentoring action plan

Emergence
Engaging in the conversatio n

Completion
Celebrating Accomplish ments

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Success Factor
Readiness

Articulation of the goals and purposes of mentoring. Develop expectations and practices for mentoring. Clarify roles of the individual participants.

Create opportunities to meet a variety of learning needs

Support system

Strategies for success

Opportuni ties

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

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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Famous Mentors and Mentees

Bill Campbell to Steve Jobs and Eric Schmidt

K. Balachander to Kamal Hassan and Rajnikanth

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Famous Mentors and Mentees

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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