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Coverage Area
Understanding different developmental roles:Mentoring/Coaching/CounsellingTraditional v/s New Paradigm
Assessing and identifying competencies thatsuccessful mentors demonstrateAssessing and identifying mentees who willbenefit from mentoring
What works and doesnt work in mentoringprograms- Myths and realities
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Teacher - Trainer Shares knowledge and skillsCounsellor Provides space to ventilate feelings, helps resolve
personal & interpersonal issues & advices
Coach Works on job performance/skills, analyses & judges
according to set norms & values
Mentor Identifies learning objectives, supports, encourages &
helps to progress, and deal with obstacles/problems
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Mentors love learningnot teaching alone! They treasure sharing rather than showing off,
giving - rather than boasting.
Mentors are not only devoted of their protg;they are loyal fans of the dreams of what the
protg can become with their guidance.
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Personal Coaching is a distributedtraining and development method
where individuals regularly interactwith and are accountable to
a personal coach
for an extended period of time,to achieve agreed learning outcomes
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Mentoring is distinct from coaching
Mentoring
Broadlong-termlevel-distantcross-functional
providing guidance
Coaching
Job specificShort-termLevel-closeSame-function
Giving advice
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Mentoring is distinct from coaching
MentorsNurture whole personDraw forth untapped
talentEncourage & InspireGuide from the heartAccelerate learning &
empowerment
CoachesProvide job coachingFocus on job skills
Groom for a particularpositionEvaluate performanceReward job learning
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Learning - Indian Context
Skiksha - the desire to be able to do something wherethe Guru (teacher) helps the Shishya (disciple) achieveself exploration and gain a sense of wholeness
Before giving his view, the Guru would give the viewcontrary to his (Purva Paksha) and Start refuting it point by point (Uttara Paksha ) Before giving his final view (Siddhanta Paksha) .
Final outcome would involve an open discussionbetween the Guru and the ShishyaMost of the knowledge was imparted by way of counterquestions, (PariPrashna)
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Traditional
Focus on careeradvancement
Mentor as protectorSingle mentorClone look-alike, thinkalike, act-alike
ElitistProcess centredMentors are older, wiser,more experienced
New Age
Focus on leadershipMentee driven
Multiple mentorsDemocratic, potentiallyhelpful to every memberof workforceKnowledge needsMentees are often bettereducated & technicallycompetent
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Encourages knowledge sharingBoth parties DevelopEncourages teamworkAddresses specific issues or skillsSupplements on-the-job trainingPromotes leadership development
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Mentoring Functions
Career Functions Exposure/Visibility Coaching Protection Challenging
Assignments
Psychosocial Functions Role Modeling Acceptance/Confirmation Counseling Friendship
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-Global Findings-
75% executives said mentoring played a key role in theircareer ASTD
Survey of CEOs states that one of the top three factors intheir career was mentoring .. Account Temps survey
96% executives said that mentoring is an importantdevelopmental tool Account Temps survey
Mentoring programs have been proven to improve retentionby 20-30% ASTD
71% of Fortune 500 companies use mentoring to makelearning occur in their organizations (1996)On 11 job essential skills, mentees increased skills by anaverage of 61% through successful mentoring MMHA
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HabitsBehavior
Mindset
What? Why?
Knowledge
Want ToHow To?Skills Attitude
&Desire
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Interpersonal chemistry is important Sense of mutual comfort and equality With self-confident people - differences may in fact provide
learning experience
Need for ground rules & shared expectations how, when, where to meet and specific terms for review andevaluation
Friendship can get in way of objectivity - Can be ended by either party for any reason
- no explanations/justifications required
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Situational Mentoring Short, isolated episodes Often casual, one-time events Responsive to current needs of mentee and/or present situation A mentor-initiated intervention
Informal Mentoring Voluntary Loosely structured, flexible Mentee revealed needs Mentor may have more than one role in relationship with mentee
(supervision, parent, friend)Formal Mentoring Programs Driven by organizational needs A method for matching mentors with (or assigned to) mentees Of fixed duration and based on goal achievement
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What Mentoring
a guarantee of advancementan unlimited resource on tapa job locating servicea means of bypassing supervisorsa mechanism for providing favouritism or unfairadvantagea way of working outside the systemA fix for
seniority/age disparity gender differences personality clashes different wavelengths
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Things to consider :Why have I become a mentor/mentee?What do I offer/what do I want?What significant issues might arise?What are my values, ethics, principles? How important aretrust, respect and integrity?What is my commitment to training and development andthe value of action learning?What mentoring skills do I have/want in a mentor? Good
communicator, questions, listens, doesnt see black andwhite, well organizedWhat knowledge or experience base is important?What are my personality type preferences/learning style?What mutual contacts are we likely to have? How mightthat affect mentoring?
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MENTEE'S TASKdefining and re- defining the problem
managing the problemasking specificquestionsTaking note of
learning points
MENTOR'S TASKUnderstandingChallenging
ResourcingSeeking progressreportResponding to
queries
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"The best mentors are the people in your life who push you
just a little bit outside your 'comfort zone.' "
-- Leigh Curl
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Trustworthy and open
High IntegrityActive listenerCatalyst for learningCommitment builderEnthusiasm to share
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Tell me, and Ill forget.Show me, and I may remember.Involve me, and Ill understand.
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Mentees doWork competently
Exhibit enthusiasmDemonstrate highpotentialAre open towards
feedback and learning
Mentees dont Representdisadvantage groupsRepresent problememployees Possess only jobskills
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Successful Mentees demonstratecertain competencies
Communicate openly and clearly with mentorShare information, viewpoints, feelings
Question, debate and discuss issuesSet goals and assess skills, strengths, weaknessesDon't hide mistakes - discuss and learn from them
Accept help and constructive criticismAim not to please, but to learnCommitted to expanding their capabilities
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Exposure to new and different thinking styles, knowledgeand perspectivesHoning own leadership skillsOccasion to reflect on important issues, own skills andwork practicesAccess to corporate informationAdded incentive for staying aware of current issues in thefield
Personal satisfaction in sharing experiencesPride in mentee's accomplishmentRecognition by peersIncreased self worth through contributions to professionand organization
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Guidance and encouragement ( or challenge )Exposure to the decision-making and leadership styles of seniorsAccess to organizational knowledge and networking opportunitiesExpanded knowledge of skills and practices
Increased sense of safety while learningMore focused developmentHigher visibilityEffective Sounding board for venting emotions, views and feelingsIndividualized learning - one on oneIncreased access to challenging opportunities and responsibilitiesMore Career resilienceOpportunity to discuss issues with a respected practitionerHonest and constructive feedback
Increased self-confidence and heightened career aspirations
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Employees with broader perspectivesCommitment to developing & retaining leadersProvide support to isolated individuals
from trainees to Board of DirectorsTransfer of knowledge and Sharing of valuesMotivating and effective workplacePromote and support cultural changes
Safety valve for changing environmentsFacilitates socialization into organizationProvide support for use of new technologiesFacilitate better communication
between different functions / management tiers
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And the pitfalls---
Pairing pitfalls seniority/age factor; gender differences personality clashes; different wavelengths one person too pushy/too retiring
Communication pitfalls difficulty in breaking ice ;airing questions w/o feeling
foolish lack of open and honest feedback; confidentiality
Practical (administrative) pitfalls failure to establish a framework time management issues changes in circumstances of mentor or mentee
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MENTORING(ANKUR)
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 RGANISATIONTHE MENTORING SYSTEM IS AIMED AT ENABLING THE NEW
ENTRANTS ASSIILATE & ADAPT TO THE ORGANIZATION CULTURE
THE MENTORS ARE SENIOR EXECUTIVES IN THE ORGANIZATION
WHO ACT AS FRIEND, PILOSOPHER & GUIDE AND ALSO COUNSELTHE YOUNG EXECUTIVES ON A REGULAR BASIS
MENTORING SYSTEM IN NTPC (AN INTRODUCTION)
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MENTORING(ANKUR )
TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY A NEWLYJOINED EXECUTIVE IN THE COMPANY
TO ENABLE THE NEWLY JOINED EXECUTIVES TO ASSIMILATE AND ADAPT TOTHE CULTURE & ENVIRONMENT OF THE ORGANIZATION
TO PROVIDE A FRIEND, PHILOSOPHER & GUIDE FROM THE SAME FUNCTIONAT A SENIOR LEVEL WHO COULD INTEGRATE THE NEW JOINEES WITH THESYSTEMS & VALUES OF THE COMPANY
TO LOOK AFTER THE NEW ENTRANS IN THEIR INITIAL YEARS IN THEORGANIZATION AND ALSO PROVIDE USEFUL GUIDANCE TO THEM TO
ENABLE THEM TO CARVE OUT A CAREER PATH FOR THEMSELVESTO ASSIMILATE THEM INTO NTPC SYSTEM AND PRACTICES QUICKLY INORDER TO INTEGRATE THEM TO CONTRIBUTE EFFECTIVELY AND OPTIMALLYUTILIZE THEIR POTENTIAL
TO ENHANCE SELF CONFIDENCE IN THEM ANDMAKE THEM FEEL PROUD OF
NTPC
OBJECTIVE OF MENTORING SYSTEM FOR NEW EXECUTIVE JOINEES (E1 E4 level)
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MENTORING(ANKUR)
SYSTEM OF MENTORING
IDENTIFICATIONOF
MENTORS(1:2 OR 1:3
MENTOR-MENTEE)
ORIENTATIONOF THE
MENTORS& MENTEES
NURTURING&
SUSTAINANCE(1ST YEAR OF
RELATIONSHIP)
HRD GROUP
BONDINGBETWEEN
THEMENTOR & MENTEE
WIN-WINFOR ALL
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"People will forget what you said. Peoplewill forget what you did. But people will never forget how you make them feel."
Bonnie Jean Wasmund
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THANK YOU