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BUILDING A CULTURE OF MENTORING IN YOUR OFFICE
VIOLA MILNER
CESA YPF IMBIZO16 AUGUST 2017
Background
Mentoring challenges not a new issue!
Disconnect and disillusionment.
1. YPs don’t often know how to ask or what to ask for (effective communication)
2. Misunderstanding, misinterpretation from management (different frame of reference)
Objectives
1. Help Young Professionals (YPs) to reflect on this topic and to better communicate wants/needs.
2. Help (future) management/decision‐makers to understand expectations and roles better
3. Provide starting framework to start conversation and action towards behavioral/cultural change in our companies…in the industry!
Express
Millennials or just “young” adults
These are all characteristics of being “young” –perceptions change with maturity and time.
Generational Differences?
Differing experiences…
There are generational differences in the way we operate and our views: • Interact, communicate• Learn, work• Technologies• Expectations of time /work‐life balance• Timeframes…to learn, gather info,
feedback, progress…• Feel the need for constant progression
(very irritating for managers)
These different experiences & expectations cause a disconnect between YPs and mentors, A source of disillusionment and frustration on both sides.
1. Formalise a mentoring programme in the office
• Work together (YPs and management/ decision‐makers)
• sign a Memorandum of Understanding (MoU) between
mentors and mentees, defining the roles and expectations
(time and scope)
• Assign mentors
• Display on notice boards
2. Think, talk, work mentoring
• Talk about mentoring
• Reminders of importance of mentorship (top down and
bottom down) – agenda item, appraisals etc.
• Recognise good mentors
• Encourage multiple mentors
• Emphasise mentoring opportunities through Quality
Assurance system of checking work
3. Be the mentor you wish you had! (or do have?)
• identify your mentors
• identify the people who might be looking to you for
guidance/mentoring.
Mentoring for transformation in the industry…and it begins in the office at a human level.
4. Broaden the definition of mentoring
MentoringOnline videos, articles
Talks and presentations (online, internal, external)
Share networks
Invite to meetings for exposure
Engage, show an interest and make time
for mentoring
Group mentoring, Peer mentoring, two‐
way mentoring, Mentoring on‐the‐job
Multiple mentors
y/ p ( )
Sources of influence: personal motivation (1), Data&info (6). Social motivation (3), Social
ability/help (4)
5. Training for managers and mentors on soft skills and expectations for their roles.
6. Rethink internal company processes towards mentoring
• performance reviews/appraisals to align with the ECSA
Registration focus on mentoring/guidance/coaching.
• consider alternative ways for skills development
(secondment, rotation)
• Performance reviews for mentors/managers
7. Make time to reflect!
• As an individual, as a mentee, as a mentor, as an office, as a company.
• Reflection of office culture, cultural diversity management…
Conclusions & key take‐aways
1. You need to drive your own career, reflect and set goals. Find mentors to support you to achieve those goals.
2. Mentoring is for all stages of your career (and aspects of life & learning)
3. Company and OP’s role is to support YPs and to provide opportunities, establish structures/environment
1. Professional committees: i. Consciously drive cultural/behavioural change in all activities ii. Bring mentees and mentors together at eventsiii. Build and facilitate relationships and collaboration across industry &
organisations, within organisation, across Africaiv. Encourage integration through all actions (structure of events,
communications etc.)
Any questions?
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