WELCOME

TRAINING PROGRAM
ON

MENTORING FOR BEL EXECUTIVES
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Pillars of HR function
Competence Building

Culture Building

BEL

Commitment Building

Systems Building
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HR VISION

“To enable our people to be a family of committed world class professionals making NPCIL a learning organization”

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Programme Schedule
SL.NO 1 2 3
4 5 6 7

ACTIVITIES
PROFILE PREPARATION BY MENTORS & MENTEES

INTRODUCTION BY MENTORS AND MENTEES TEA BREAK
LEADING EDGE TEST FOR MENTORS & MENTEES

MENTOR SCALE TEST PRESENTATION ON MENTORING LUNCH BREAK PRESENTATION ON MENTORING (CONTINUED) TEA BREAK CASE STUDY - I
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Programme Schedule
SL.NO. 1 2
-

ACTIVITIES CASE STUDY - II
INTERPRETATION OF i) LEADING EDGE TEST

ii) MENTOR SCALE TEST

TEA BREAK
3 4 5 6 EXPEREINCES OF AN AWARD WINNING MENTOR LUNCH BREAK MENTOR SELECTION BY MENTEES TEA BREAK MENTOR & MENTEES ACTION PLAN PREPARATION FEEDBACK FROM PARTICIPANTS

7
8

VIDEO ON MENTORING
VALEDICTORY SESSION bratanreddy@yahoo.com;
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MENTORING
(ANKUR )

WHAT IS MENTORING ?

“MENTORING IS A FUNDAMENTAL FORM OF HUMAN DEVELOPMENT WHERE ONE PERSON INVESTS TIME , ENERGY AND PERSONAL KNOW - HOW ASSISTING THE GROWTH AND ABILITY OF ANOTHER PERSON” – OXFORD DICTIONARY

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MENTORING
(ANKUR)

WHAT IS MENTORING ?
“MENTORING IS A PROCESS WHEREBY A SENIOR PERSON IN THE ORGANIZATION TAKES UNDER HIS WINGS HIS JUNIOR COLLEAGUES AND OFFERS THEM ORGANIZATION‟S CULTURE, VALUES, ETC ”
“MENTORING IS ESSENTIALLY A COLLABORATION, WHEREBY THE MENTOR WORKS WITH THE MENTEE TO ENHANCE LEARNING AND ADDRESSES ISSUES AND CHALLENGES”
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Four basic styles of helping
Excludes client Telling manipulating

Problem Centred_________________________ Advising
Includes clinet
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Client centred counselling

Why counseling/Mentoring?
• The world of business and the world of work are changing. • The Economy, market and organisations,work, relationships are changing. • Mentoring/counseling is seen as a valuable tool in these processes which has benefits for all concerned.
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Research findings on Mentoring?
• Mentoring stood first in developing people in the organisations • It has flexibility • It is an off-line activity • It does relate to work on the job • It is individual • It is people-centered • It is a feedback system
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The mentoring wheel Interpreter advocate Organization base Coach , Learning (develop ConsulDevelopment Competence) tent base

Interpersonal counselor base (best interest

Of individual)

Context base (solving Problems)

Process consultant

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6. Mentoring
SYSTEM OF MENTORING in NTPC
• To create an environment of socialization in the organization for new entrants i.e. Executive Trainees, E1(by promotion/internal job notification/recruitment) • E5-E6 EXECUTIVES BY SENIOR MANAGEMENT FOR COMIT • To look after and care for the new entrants during the initial years of career in and provide useful guidance.

• Mentors (senior executives) are identified by project HR in consultation with
GM for training and further attaching to the mentees in a ratio of 1:2 or 1:3. • Project HR would nurture and sustain mentor-mentee relationship through continuous intervention during the first year of the relationship. • After one year, the mentors – mentees would sustain the relationship themselves. • The project HR would obtain annual informal feedback of the sustained

relationship

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MENTORING
(ANKUR)

MENTORING IN ACTION…
GREAT MENTORS HELP PEOPLE TO TAKE MORE CONTROL OF THEIR LIVES AND FIND THEIR OWN WAY TO FULFILLMENT THROUGH „5 C‟ MODEL
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MENTORING
(ANKUR )

BENEFITS OF MENTORING
THE COMPANY
• Demonstrated commitment to employee‟s growth and development • Increased productivity • Improved understanding between different functions of the organization • Reinforcement of diversity • Process to transfer leadership skills • Enhanced development of the leadership pipeline • Retention of talent

MENTEE
• Development needs addressed • Increased understanding of the company‟s culture & organization • Learnt different cultural values • More clarity on life/career purpose and choices • Increased likelihood of career success through career guidance • Access to resources of Mentor • Higher performance / productivity • Learnt skills not normally acquired on the job • Developed new networks • Greater career satisfaction

MENTOR
• Opportunity to stop and reflect on the business • Opportunity to see the world through different eyes • Being challenged on perceived wisdom • Increased awareness of issues at grassroots level • Broadening own network • Improvement of leadership skills • Contact with “younger” generation • Enhanced status & recognition • An enriched current job

Mentoring… a win-win for everyone!
MANAGER
• Motivated employees with higher morale • Confirmation of your assessment of the employee‟s potential • Greater employee productivity through increased skills and knowledge • A more efficient operation with reduced turnover

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HR STRATEGY
Competence Building

Culture Building

MENTORING HR STRATEGY

Commitment Building

System Building
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HR…a Strategic Partner
• Business Imperatives for 2017

• HR Imperatives
Competency
    

Commitment

 

– 56000 MW through
• Diversified generation Portfolios • Backward & Forward integration in the energy Value chain
– Coal mining & Washeries – Distribution & Trading

Talent Induction Talent building Right Placement PMS Career Development system Leadership Development

Strong compensation & Incentives High welfare orientation Social security measures Rewards & Recognition

Culture
    

System
Flatter Organisational Structure IT enabled Systems Agile Organisation Organisation introspection & Renewal

Achievement orientation • Globalisation  Team Building • Changing  Openness & Trust ownership pattern  Quality of life  Value based • Sectoral & behaviours Technology  Participative leadership management bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN  Corporate identity

MENTORING
(ANKUR )

WHAT MENTORING IS NOT ?
• SPOON-FEEDING • A GUARANTEE OF ADVANCEMENT • AN UNLIMITED RESOURCE ON TAP

• A JOB LOCATING SERVICE
• A MEANS OF BYPASSING IMMEDIATE SUPERIORS • A MECHANISM FOR PROVIDING FAVORITISM OR UNFAIR ADVANTAGE

• A WAY OF WORKING OUTSIDE THE SYSTEM
• A FIX FOR
• SENIORITY/AGE DISPARITY • GENDER DIFFERENCES

• PERSONALITY CLASHES
• DIFFERENT „WAVELENGTHS‟
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MENTORING
(ANKUR )

FAILURE TO ESTABLISH RAPPORT

UNDER OR OVER-MANAGEMENT

COMMON PITFALLS
POOR OBJECTIVE SETTING

FOR
MENTORING RELATIONSHIPS
PROBLEMS FROM OTHER PEOPLE LACK OF TIME

BREACHES OF CONFIDENTIALITY
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MENTORING
(ANKUR )

MENTORING MYTHS
• • • • • • • • • • • MENTORS EXISTS ONLY FOR CAREER DEVELOPMENT. YOU ONLY NEED ONE MENTOR. MENTORING IS A ONE WAY PROCESS. A MENTOR HAS TO BE OLDER THAN THE MENTEE A MENTOR HAS TO BE OF THE SAME GENDER AND RACE. MENTOR RELATIONSHIP JUST HAPPENS. HIGHLY PROFILE PEOPLE MAKE THE BEST MENTORS. ONCE A MENTOR ALWAYS A MENTOR. MENTORING IS A COMPLICATED PROCESS. MENTOR-MENTEE EXPECTATIONS ARE THE SAME FOR EVERYONE. STRUCTURING OR FORMALIZING A MENTORING RELATIONSHIP WILL TAKE THE MAGIC OUT OF IT • THE BEST MENTORS ARE SENIOR PEOPLE WITH SUPERIOR JOBS SKILLS • MENTORING IS A SPECIAL, ENHANCE TYPE OF MANAGEMENT COACHING • ANYONE CAN BENEFIT FROM BEING MENTORED bratanreddy@yahoo.com;
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MENTORING
(ANKUR)

(AN INTRODUCTION)

MENTORING SYSTEM IN NTPC

• MENTORING SYSTEM WAS LAUNCHED IN NTPC WITH A VIEW TO GUIDE & DIRECT THE NEW ENTRANTS (EXECUTIVE TRAINEES) DURING THEIR VITAL AND FORMATIVE YEARS IN THE RGANISATION AND FOR SENIOR EXECUTIVES (E4 TO E6) • THE MENTORING SYSTEM IS AIMED AT ENABLING THE NEW ENTRANTS ASSIILATE & ADAPT TO THE ORGANIZATION CULTURE • THEMENTORS ARE SENIOR EXECUTIVES IN THE ORGANIZATION WHO ACT AS FRIEND, PILOSOPHER & GUIDE AND ALSO COUNSEL THE YOUNG EXECUTIVES ON A REGULAR BASIS

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MENTORING
(ANKUR)

SYSTEM OF MENTORING FOR EXECUTIVE TRAINEES
• To create an environment of socialization in the organization for new

entrants i.e. Executive Trainees
• To look after and care for the new entrants during the initial years of career in NTPC and provide useful guidance. • In each project, mentors are identified y project HR in consultation with GM for training and further attaching to the mentees in a ration of 1:2 or 1:3. • Project HR would nurture and sustain mentor-mentee relationship through continous intervention during the first year of the relationship.

• After one year, the mentors – mentees would sustain the relationship
themselves. • The project HR would obtain annual informal feedback of the sustained relationship
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MENTORING
(ANKUR)

SYSTEM OF MENTORING FOR NEW EXECUTIVES
• NTPC IS A GROWING ORGANIZATION ADDING GENERATING CAPACITIES & ALSO SETTING UP BUSINESSES IN THE NEW AREAS LIKE HYDRO, DISTRIBUTION, COAL MINING, R&D, POWER TRADING, ETC . A LARGE NO. OF NEW EXECUTIVES ARE JOINING THE ORGANIZATION LARGELY AT E1 TO E4 LEVEL. THESE PERSONS ARE ROM VARIED BACKGROUND HAVING EXPERIENCE IN GOVT. & PRIVATE SECTORS. • NTPC ALSO HAS A SYSTEM OF APPOINTING NON-EXECUTIVES TO THE LEVEL OF EXECUTIVE THROUGH PROMOTION/INTERNAL JOB NOTIFICAION. WHEN THIS HAPPENS, THEY EXERIENCE A CHANGE IN ROLE, RESPOSIILITY & LEVEL OF ACCOUNTABILITY IN WORK. THE COMPETENCIES REQUIRED FOR EFFECTIVELY DISCHARGINTHE DUTIES AS AN EXECUTIVE UNDERGO A SIGNIFICANT CHANGE • IN ORDER TO INTEGRATE THE NEW EXECUTIVE OINEES TO THE CULTURE & VALUE SYSTEM OF NTPC & INCULCATE SYSTEM THINKING IN THEM AND ALSO DO HANDHOLDING FOR NON-EXECUTIVEP APPOINTED TO EXECUTIVE LEVEL, A SYSTEM OF MENTORING IS CONSIDERED ESSENTIAL FOR THE ORGANIZATION bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN

MENTORING
(ANKUR )

OBJECTIVE OF MENTORING SYSTEM FOR EXECUTIVE JOINEES (E1 – E4 level)
• • • EXECUTIVE IN THE COMPANY

NEW

TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY A NEWLY JOINED TO ENABLE THE NEWLY JOINED EXECUTIVES TO ASSIMILATE AND ADAPT TO THE CULTURE & ENVIRONMENT OF THE ORGANIZATION TO PROVIDE A FRIEND, PHILOSOPHER & GUIDE FROM THE SAME FUNCTION AT A SENIOR LEVEL WHO COULD INTEGRATE THE NEW JOINEES WITH THE SYSTEMS & VALUES OF THE COMPANY

TO LOOK AFTER THE NEW ENTRANS IN THEIR INITIAL YEARS IN THE ORGANIZATION AND ALSO PROVIDE USEFUL GUIDANCE TO THEM TO ENABLE THEM TO CARVE OUT A CAREER PATH FOR THEMSELVES

TO ASSIMILATE THEM INTO NTPC SYSTEM AND PRACTICES QUICKLY IN ORDER TO
INTEGRATE THEM TO CONTRIBUTE EFFECTIVELY AND OPTIMALLY UTILIZE THEIR POTENTIAL

TO ENHANCE SELF CONFIDENCE IN THEM ANDMAKE THEM FEEL PROUD OF NTPC bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN

MENTORING
(ANKUR )

OBJECTIVE OF MENTORING SYSTEM FOR NTPC NONEXECUTIVES APPOINTED AT EXECUTIVE LEVEL
• • TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY NON- EXECUTIVE APPOINTED IN THE EXECUTIVE CADRE TO ENABLE THE NEWLY APPOINTED NON- EXECUTIVE IN THE EXECUTIVE CADRE TO ASSIMILATE AND ADAPT TO THE CULTURE & ENVIRONMENT OF EXECUTIVE FUNCTIONING • TO PROVIDE AN EXECUTIVE COACH AT A SENIORLEVEL WHO WOULD GUIDE & HANDHOLD THE NEWLY APPOINTED NON-EXECUTIVE AT EXECUTIVE LEVEL E.R.T SYSTEMS, PROCESSES IN THE ORGANIZATION • • TO PROVIDE INSIGHT INTO THE EXECUTIVES‟ ROLE & RESPONSIBILITIES IN DRIVING PERFORMANCE CULTURE AND ORGANIZATIONAL EXCELLENCE TO ENHANCE SELF CONFIDENCE AND SELF ESTEEM OF THE NEW ENTRANT IN THE EXECUTIVE LEVEL THROUGH COACHING AND GUIDANCE
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• • • • • • • • •

360-degree feedback Development Assignments Infosys culture workshop Development relationships Leadership skills training Feedback incentive programs System process learning community empathy and Action learning bratanreddy@yahoo.com;
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Model for Leadership Development Nine-Pillars Model INFOSYS

MENTORING FOR LEADERSHIP DEVELOPMENT SATYAM COMPUTERS

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James M. Kouzes & Barry Z. Posner. 1993. Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.

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Distributed Actions Approach to Leadership Leadership is any action that helps a group achieve its goals AND maintain cooperative relationships among members.

Task AND Maintenance
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• Level 5 Level 5 Executive – Builds enduring greatness through a paradoxical combination of personal humility plus professional will • Level 4 Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards • Level 3 Competent Manager – Organizes people and resource toward the effective and efficient pursuit of predetermined objectives • Level 2 Contributing Team Member • Level 1 Highly Capable Individual
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SATYAM – Level 5 MENTORING FORLEADERSHIP

New Leadership Competencies

The Leader's Handbook/MENTORING
(DR RATHAN REDDY, 2007) The ability to think in terms of systems and knowing how to lead systems. 2. The ability to understand the variability of work in planning and problem solving.

3. Understanding how we learn, develop, and improve; leading true learning and improvement.
4. Understanding people and why they behave as they do.

5. Understanding the interaction and interdependence between systems, variability, learning, and human behavior; knowing how each affects the others. 6. Giving vision, meaning, direction, and focus to the
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Benefits
• • • • • • Increased Motivation Reduced Stress & Conflicts Reduced Staff Turnover Cultural Harmony & Industrial Peace Enlarged & Positive Participation Reduced Absentism
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THANK YOU

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