mentoring and reverse mentoring

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    Mentoring and Reversementoring

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    T RAINING

    It is a learning process that involves the

    acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance

    the performance of employees.

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    ON THE JOB TRAIN ING

    The development of a manager's abilities can takeplace on the job. The four techniques for on the

    job development are:CoachingMentoring

    Job RotationJob Instruction Technique(JIT)

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    OFF THE JOB TRAIN ING

    There are many management development techniques that anemployee can take in off the job. The few popular methods are:

    SEN SITIVITY TRAIN ING

    TRAN SACTION AL AN ALYSIS

    STRAIG HT LECTURES/ LECTURES

    SIMULATION EXERCISES

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    Mentoring

    Traditionally, mentoring might havebeen described as the activitiesconducted by a person (the mentor)

    for another person (the mentee) inorder to help that other person to doa job more effectively and/or

    progress in his or her career

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    7 c s of mentoring

    Compatibility: of youth and mentor: Similaritiesin interests are important, but closeness in age orethnicity are not. Some youth are also better able

    than others to benefit from mentoringrelationships.Capability :of mentor: Prior experience in helpingroles or professions in areas such as education ordirect-service work with youth is helpful, as issensitivity to the mentee s cultural andsocioeconomic background

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    7 c s of mentoring

    Continuity : The greatest benefits come from relationshipslasting at least a year, but the key is meeting predetermined

    expectations for the relationship length.Closeness : Therapeutic qualities such as empathy,authenticity, trust, and collaboration are important, and so ishaving fun. Negative or disappointing exchanges can easilyovershadow the positive aspects.Centeredness :on youth s developmental needs: Balanceattention to youth s needs for ownership, autonomy, and inputwith structure, scaffolding, and guidance

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    7 c s of mentoring

    Connectedness : Benefits of mentoring accrue,in part, through improvements in thementee s other relationships as well withpeers and parents. Mentoring involvingseveral mentors and mentees also showspromise.Consistency : Regular meetings are necessaryfor mutual trust and ease of contact to takeroot.

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    WHAT MAKES A GOOD MENTOR

    Mentors listen. They maintain eye contact and give menteestheir full attention.

    Mentors guide. Mentors are there to help their mentees find life

    direction, never to push them.

    Mentors are practical. T hey give insights about keeping on task andsetting goals and priorities.

    Mentors educate. Mentors educate about life and their owncareers.

    Mentors provide insight. Mentors use their personal experience to helptheir mentees avoid mistakes and learn fromgood decisions.

    Mentors are accessible. Mentors are available as a resource and asounding board.

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    WHAT MAKES A GOOD MENTOR

    Mentors criticize constructively. When necessary, mentors point out areas thatneed improvement, always focusing on thementee s behavior, never his/her character.

    Mentors are supportive. No matter how painful the mentee s experience,mentors continue to encourage them to learn andimprove.

    Mentors are specific. Mentors give specific advice on what was done wellor could be corrected, what was achieved and thebenefits of various actions.

    Mentors care. Mentors care about their mentees progress in

    school and career planning, as well as their personaldevelopment.

    Mentors succeed. Mentors not only are successful themselves, butthey also foster success in others.

    Mentors are admirable. Mentors are usually well respected in their

    organizations and in the community.

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    N o. 1: Use Formal, Structured ProgramsAmerican Expresshas formal programs including N ew HireMentoring, in which each new hire is assigned a peer mentor whoexplains tasks and responsibilities and serves as a sounding board.The mentors help create an on-boarding roadmap, which outlinesa course of knowledge for the first six months on the job. Anotherformal program is the Professional D evelopment Program, inwhich employees are mentored and trained to help them growprofessionally and personally.IB M has three formal major mentoring categories. ExpertMentoring helps employees acquire specific technical, business,functional and leadership skills. Career Mentoring addresses long-term career development and succession planning. SocializationMentoring helps new hires adjust.

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    At Abbott the formal mentoring program offers employees thechance to partner with another employee in a structured year-long developmental partnership. Using a web-based program,protgs and mentors are matched based on qualities,competencies and experiences they want.At Rockwell Collins a web-based matching tool is used toenable all salaried employees to be a mentor, a mentee orboth. Senior leadership also has directed matches for those

    who were identified with real leadership potential.These all benefit from measurable goals, which 100 percent of the top mentoring companies have, compared with 88 percentof D iversityInc Top 50 companies and just 48 percent of thebottom quarter of the 352 participants in last year's survey.

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    N o. 2: Use Informal MentoringThese companies also encourage informal mentoring,especially through employee-resource groups. All of them

    have strong, active groups used for recruitment and then toretain and develop talent.At Abbott for example, the company often holds networkingevents, using its employee groups, to encourage informalmentoring. "Mentoring supports our inclusive culture in thatit exposes participants to a diversity of thought, experience,education, culture, management and personal styles," thecompany says.At IBM informal mentoring includes speed mentoring, group

    mentoring and instant one-on-one mentoring.

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    N o. 3: Make Mentoring Cross-CulturalAlmost all of our top mentoring companiesencourage participants to find mentors whoare both from their group (whether that'sdefined by race, ethnicity, religion, age,orientation or ability) and not from theirgroup. Employee-resource groups are oftenused to give them access to mentors withintheir own groups and across groups.

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    N o. 4: Measure Success and Follow-UpAll of these companies have formal metrics to assess the success of theparticipants. At I B M success is measured by skills development, retention andengagement (employee surveys). AtAmerican Express employee-engagementscores are used to rank personal development as well as retention rates andturnover for new hires, especially. Rockwell Collins tracks overall participation.Another valuable way to track success is to measure who gets promoted afterbeing in a mentor program. We'll have more on this next week, but consider this:O f the D iversityInc top mentoring programs, 16 percent of senior managers (CE O and direct reports) were B lack, Latino or Asian, compared with 14 percent of theD iversityInc Top 50 and just 8 percent of the bottom quarter. And keep in mindthat these are companies self-selecting as diversity leaders, so national averageswould be much lower if the EE O C or any other organization correlated data thisway. Even more interestingly, 21 percent of female senior managers were B lack,Latina or Asian in the top mentoring companies, compared with 1 7 percent of the D iversityInc Top 50 and 8 percent of the bottom quarter of participants.

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    N o. 5: Publicize the B enefits of Mentoring ProgramsIBM says it best: " T hrough the mentoring activities,the IBMworkplace is deemed one wherecollaborative and ongoing learning is taking placeacross the globe. Many of the cross geography hashelped to bridge cultural gaps and at the sameconnect employees in emerging and growthcountries with mentors in mature organizations. Asemployees develop their individual capability, theyare in a culture that thrives on sharing knowledge."

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    Based on old paradigm mentoring where a moresenior person (in terms of age, position orexperience) mentors a junior, reverse mentoringplaces the more junior person as the mentor.Usually used when executives need tounderstand operations or technology that can beshared by shop floor, front-line or tech-savvyemployees. T he key to success in reverse

    mentoring is the ability to create and maintain anattitude of openness to the experience anddissolve the barriers of status, power andposition.

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    Reverse mentoring

    Based on old paradigm mentoring where a moresenior person (in terms of age, position orexperience) mentors a junior, reverse mentoring

    places the more junior person as the mentor. Usuallyused when executives need to understandoperations or technology that can be shared by shopfloor, front-line or tech-savvy employees. T he key to

    success in reverse mentoring is the ability to createand maintain an attitude of openness to theexperience and dissolve the barriers of status, powerand position.