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MENTORING

Mentorship refers to a developmental


relationship in which a more experienced or
more knowledgeable person helps a less
experienced or less knowledgeable person
—who can be referred to as a mentoree
(protégé), or apprentice -- to develop in a
specified capacity.
Types of Mentoring
There are two main types of mentoring
relationships: formal and informal.
Informal relationships develop on their own
between partners, friends, colleagues or
relatives.
Formal mentoring refers to assigned
relationships, often associated with
organizational mentoring programs designed to
promote employee development.
UIF , a voluntary organization has divided
mentoring into 2 systems:
Open System Mentoring & Closed System
Mentoring
New-hire mentorship
In some programs, newcomers to the
organization (protégés) are paired
with more experienced people
(mentors) in order to obtain
information.
It is considered that new employees
who are paired with a mentor are
twice as likely to remain in their job
than those who do not receive
mentorship.
Certain models of
Mentoring

 Cloning model
 Nurturing model
 Friendship model
 Apprenticeship
Stages of Mentoring
Mentoring is broadly divided into four
stages:
I. Establish rapport

II. Direction Setting

III. Make Progress

IV. Move On
High-potential mentorship

Sometimes, mentoring is used to


groom up-and-coming employees
deemed to have the potential to
move up into leadership roles. Here
the employee (protégé) is paired with
a senior level leader (or leaders) for a
series of career-coaching
interactions.
Reverse Mentoring

In the reverse mentoring situation, the


mentee has more overall experience
(typically as a result of age) than the
mentor (who is typically younger),
but the mentor has more knowledge
in a particular area, and as such,
reverses the typical constellation.
Master Mind Mentoring
A person with significant expertise or
guru status in a particular field takes
on one who wishes to learn to
become like the master or do what
they do.
Cascading Mentoring
A top-down process of mentoring
allows people at each level of the
organization develop insight for
themselves and others by sharing
their knowledge and experience with
those below.
Group Mentoring

Group mentoring is a value-added tool for


connecting employees and advancing
learning within the organization.
Group mentoring is Efficient
Group mentoring promotes Diversity
Group Mentoring Contributes to a
Vibrant Culture
What Exactly Is Group Mentoring?
Group mentoring involves a group of individuals
who engage in a mentoring relationship to
achieve specific learning goals. There are many
ways to approach group mentoring. Three of the
most popular are
•facilitated group mentoring,
• peer-group mentoring
•team mentoring.
Facilitated group
mentoring

Facilitated group mentoring allows a


number of people to participate in a
learning group and to benefit
simultaneously from the experience
and expertise of a mentor or mentors.
Peer-group mentoring

Peer-group mentoring brings together


peers with similar learning interests
or needs. The group is self-directed
and self-managed.
Team mentoring

Team mentoring offers a methodology for


facilitating the learning of an intact team.
Together the individuals making up the
team articulate mutual learning goals and
work simultaneously with one or more
mentors who guide them through a
deliberate and deliberative process to
facilitate their learning.
Mentoring Circles
A facilitator meets with four, six, eight or
ten people, each of whom is both mentor
and mentoree. They meet regularly as a
group to learn, discuss and experience
mentoring. The difference between
mentoring circles and group mentoring
is that the group and facilitator discuss
only the mentoring process. Mentoring
conversations remain confidential.
Build a Mentoring Culture
 Set organizational goals
 Reason for attrition
 Development and Challenging work
environment
 Potential Building
 Mentoring for Minorities and Women
 Point to the money
A mentoring culture continuously focuses on
building the mentoring capacity, competence,
and capability of the organization. A mentoring
culture encourages the practice of mentoring
excellence by continuously:
 creating readiness for mentoring within the

organization,
 facilitating multiple mentoring opportunities,

and
 building in support mechanisms to ensure

individual and organizational mentoring


success.
In a mentoring culture, eight hallmarks build on and
strengthen each other. All are present, at least to
some degree, however they manifest themselves
differently depending on the organization’s previous
success with mentoring. When each hallmark is
consistently present, the mentoring culture is fuller
and more robust.
1. Accountability

2. Alignment

3. Communication

4. Value and Visibility

5. Demand

6. Multiple Mentoring Opportunities

7. Education and Training

8. Safety Nets
MENTORING GUIDELINES
• Make mentoring a strategic business
imperative
• Provide new perspectives
• Share information
• Build skills
• Reduce generational conflict
• Enable knowledge transfer
Example

 Tiered Mentoring at Infosys


 Failte Ireland
Tiered Mentoring at Infosys
 Infosys splits its leaders into three tiers.
 Tier 1 leaders are the top 50 people in the organization, including the
heads of the business units, who have an average of 20 years of
experience. Board members mentor these 50 leaders.
 Tier 2 consists of 180 leaders with an average of 15 years of
experience. They are mentored by Tier 1.
 Tier 3 represents 550 people who average 10 years of experience and
are mentored by Tier 2.
 Employees from all three tiers apply for formal leadership training.
"Applicants are evaluated on the basis of their achievements within a
nine-dimension model and selected on that basis,
 All of the leaders selected move through an anonymous 360-degree
feedback analysis, which becomes the basis for constructing a
personal development plan
   
   Every quarter, HR reports to the board on the number of personal development
plans in progress and the status of the leadership development programs.

 Infosys also conducts an annual survey of the participants from all three tiers.
HR reviews the list of participants and determines whether anyone should be
dropped from the program for performance reasons.

  HR uses a leadership index based on the nine dimensions and rates each
participant on a 1 to 5 scale, with 5 as the highest rating.

 The rating hinges not only on each leader’s actions but also on the leader’s
efforts to share learning with others in the business unit or function.
THANK YOU

Mentoring –
developing insight to
turn
hindsight into
foresight!