mentoring - rns

7/31/2019 Mentoring - RNS

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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

mentoring - rns

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