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Mentoring and Reverse mentoring

Mentoring and Reverse mentoring

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Published by: pallavi22006 on Feb 15, 2011
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Mentoring and Reverse mentoring

sharpening of skills. or changing of attitudes and behaviours to enhance the performance of employees. concepts.TRAINING It is a learning process that involves the acquisition of knowledge. . rules.

The four techniques for on the job development are: ‡ Coaching ‡ Mentoring ‡ Job Rotation ‡ Job Instruction Technique(JIT) .ON THE JOB TRAINING The development of a manager's abilities can take place on the job.

The few popular methods are: ‡ SENSITIVITY TRAINING ‡ TRANSACTIONAL ANALYSIS ‡ STRAIGHT LECTURES/ LECTURES ‡ SIMULATION EXERCISES .‡ OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job.

mentoring might have been described as the activities conducted by a person (the mentor) for another person (the mentee) in order to help that other person to do a job more effectively and/or progress in his or her career .Mentoring ‡ Traditionally.

Difference Mentor Coach Focus Role Relationship Source of influence Personal returns Arena Individual Facilitator with no agenda Self selecting Perceived value Affirmation/learning Life Performance Specific agenda Comes with the job Position Teamwork/performance Task related .

Some youth are also better able than others to benefit from mentoring relationships. but closeness in age or ethnicity are not. ‡ Capability :of mentor: Prior experience in helping roles or professions in areas such as education or direct-service work with youth is helpful.7c s of mentoring ‡ Compatibility: of youth and mentor: Similarities in interests are important. as is sensitivity to the mentee s cultural and socioeconomic background .

‡ Centeredness :on youth s developmental needs: Balance attention to youth s needs for ownership. trust. and input with structure.7c s of mentoring ‡ Continuity: The greatest benefits come from relationships lasting at least a year. Negative or disappointing exchanges can easily overshadow the positive aspects. but the key is meeting predetermined expectations for the relationship length. authenticity. and collaboration are important. ‡ Closeness: Therapeutic qualities such as empathy. autonomy. and so is having fun. scaffolding. and guidance .

7c s of mentoring ‡ Connectedness: Benefits of mentoring accrue. ‡ Consistency: Regular meetings are necessary for mutual trust and ease of contact to take root. . through improvements in the mentee s other relationships as well with peers and parents. in part. Mentoring involving several mentors and mentees also shows promise.

Mentors educate. They maintain eye contact and give mentees their full attention. never to push them. Mentors educate about life and their own careers. . Mentors use their personal experience to help their mentees avoid mistakes and learn from good decisions. Mentors are accessible. Mentors provide insight. Mentors are practical. Mentors are there to help their mentees find life direction. They give insights about keeping on task and setting goals and priorities.WHAT MAKES A GOOD MENTOR Mentors listen. Mentors guide. Mentors are available as a resource and a sounding board.

Mentors are usually well respected in their organizations and in the community. always focusing on the mentee s behavior. mentors continue to encourage them to learn and improve. Mentors care. No matter how painful the mentee s experience. Mentors are admirable. as well as their personal development. what was achieved and the benefits of various actions. . Mentors not only are successful themselves. Mentors are specific. Mentors are supportive. never his/her character. but they also foster success in others.WHAT MAKES A GOOD MENTOR Mentors criticize constructively. mentors point out areas that need improvement. When necessary. Mentors give specific advice on what was done well or could be corrected. Mentors care about their mentees progress in school and career planning. Mentors succeed.

Structured Programs ‡ American Expresshas formal programs including New Hire Mentoring. Career Mentoring addresses longterm career development and succession planning. which outlines a course of knowledge for the first six months on the job. in which employees are mentored and trained to help them grow professionally and personally. in which each new hire is assigned a peer mentor who explains tasks and responsibilities and serves as a sounding board. functional and leadership skills. The mentors help create an on-boarding roadmap. ‡ IBM has three formal major mentoring categories. Socialization Mentoring helps new hires adjust. Another formal program is the Professional Development Program. 1: Use Formal.‡ No. business. Expert Mentoring helps employees acquire specific technical. .

‡ At Rockwell Collins a web-based matching tool is used to enable all salaried employees to be a mentor. protégés and mentors are matched based on qualities.‡ At Abbott the formal mentoring program offers employees the chance to partner with another employee in a structured yearlong developmental partnership. compared with 88 percent of DiversityInc Top 50 companies and just 48 percent of the bottom quarter of the 352 participants in last year's survey. which 100 percent of the top mentoring companies have. a mentee or both. competencies and experiences they want. Senior leadership also has directed matches for those who were identified with real leadership potential. . Using a web-based program. ‡ These all benefit from measurable goals.

. "Mentoring supports our inclusive culture in that it exposes participants to a diversity of thought. ‡ At Abbott for example. ‡ At IBM informal mentoring includes speed mentoring. 2: Use Informal Mentoring ‡ These companies also encourage informal mentoring. using its employee groups.‡ No. management and personal styles. group mentoring and instant one-on-one mentoring. active groups used for recruitment and then to retain and develop talent." the company says. experience. to encourage informal mentoring. culture. All of them have strong. especially through employee-resource groups. education. the company often holds networking events.

age. Employee-resource groups are often used to give them access to mentors within their own groups and across groups. orientation or ability) and not from their group.‡ No. religion. ethnicity. 3: Make Mentoring Cross-Cultural ‡ Almost all of our top mentoring companies encourage participants to find mentors who are both from their group (whether that's defined by race. .

so national averages would be much lower if the EEOC or any other organization correlated data this way. 4: Measure Success and Follow-Up All of these companies have formal metrics to assess the success of the participants. And keep in mind that these are companies self-selecting as diversity leaders. Latina or Asian in the top mentoring companies. . 16 percent of senior managers (CEO and direct reports) were Black. We'll have more on this next week. Another valuable way to track success is to measure who gets promoted after being in a mentor program. Even more interestingly. Latino or Asian. AtAmerican Express employee-engagement scores are used to rank personal development as well as retention rates and turnover for new hires. 21 percent of female senior managers were Black. compared with 17 percent of the DiversityInc Top 50 and 8 percent of the bottom quarter of participants. retention and engagement (employee surveys). Rockwell Collins tracks overall participation.‡ ‡ ‡ No. compared with 14 percent of the DiversityInc Top 50 and just 8 percent of the bottom quarter. but consider this: Of the DiversityInc top mentoring programs. especially. At IBM success is measured by skills development.

the IBMworkplace is deemed one where collaborative and ongoing learning is taking place across the globe. Many of the cross geography has helped to bridge cultural gaps and at the same connect employees in emerging and growth countries with mentors in mature organizations.‡ No. 5: Publicize the Benefits of Mentoring Programs ‡ IBM says it best: "Through the mentoring activities. they are in a culture that thrives on sharing knowledge." . As employees develop their individual capability.

front-line or tech-savvy employees. reverse mentoring places the more junior person as the mentor. position or experience) mentors a junior. power and position. Usually used when executives need to understand operations or technology that can be shared by shop floor. The key to success in reverse mentoring is the ability to create and maintain an attitude of openness to the experience and dissolve the barriers of status. .‡ Based on old paradigm mentoring where a more senior person (in terms of age.

position or experience) mentors a junior. power and position. Usually used when executives need to understand operations or technology that can be shared by shop floor. The key to success in reverse mentoring is the ability to create and maintain an attitude of openness to the experience and dissolve the barriers of status. .Reverse mentoring ‡ Based on old paradigm mentoring where a more senior person (in terms of age. reverse mentoring places the more junior person as the mentor. front-line or tech-savvy employees.

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