Achievement & Development Process (ADP). Outcomes of Session Understand your role in a Performance...

Achievement & Development ProcessAchievement & Development Process(ADP)(ADP)

Outcomes of SessionOutcomes of Session Understand your role in a Performance Management Understand your role in a Performance Management

ProcessProcess

Understand the four elements of the Achievement and Understand the four elements of the Achievement and Development ProcessDevelopment Process

- Goal Alignment- Goal Alignment

- Continuous Feedback- Continuous Feedback

- Summary Discussion- Summary Discussion

- Human Resource Review- Human Resource Review

Why have a Performance Why have a Performance Management Process?Management Process? Clear Expectations of the Individual Clear Expectations of the Individual

Aligned GoalsAligned Goals

Clear Performance UnderstandingClear Performance Understanding

Career Development Plan Career Development Plan

Plan for Individual Improvement in the positionPlan for Individual Improvement in the position

Evaluate Corporate Resources (individuals)Evaluate Corporate Resources (individuals)

Individual Income ManagementIndividual Income Management

Manage individual ExpectationsManage individual Expectations

Open two-way CommunicationOpen two-way Communication

CareerCareer

DevelopmentDevelopment

Staffing Staffing StrategyStrategy

Compensation Compensation StrategyStrategy

Balanced Balanced MeasuresMeasures

Performance Management ComponentsPerformance Management Components

Performance Performance ManagementManagement

Achievement Achievement & Development & Development

ProcessProcess

Training & Training & DevelopmentDevelopment

Elements of ADPElements of ADP

Achievement and Achievement and Development Development

ProcessProcess

Goal Goal AlignmentAlignment

Continuous Continuous FeedbackFeedback

Summary Summary DiscussionDiscussion

Human Human Resource Resource

ReviewReview

SUCCESS

GoalGoal

A desired result that increases customer satisfaction A desired result that increases customer satisfaction and/or improves processes to attain business objectives;and/or improves processes to attain business objectives;

A desired result that contributes to employee growth and A desired result that contributes to employee growth and developmentdevelopment

What is Goal Alignment?What is Goal Alignment?

Process used at all levels of the organization for Process used at all levels of the organization for setting goals that are consistent with and supportive setting goals that are consistent with and supportive of with the goals of:of with the goals of:

– the next level up and down - Verticalthe next level up and down - Vertical

– key customers - Externalkey customers - External

– key partners within the company - Horizontalkey partners within the company - Horizontal

GoalsGoals//COTs - DefinitionCOTs - Definition

Business Goals:Business Goals: macro, high level, business macro, high level, business results/objectives; there can also be higher level results/objectives; there can also be higher level business unit/process area goals business unit/process area goals

Individual Goals:Individual Goals: Your business unit/process area Your business unit/process area objectives that support the Business Goals.objectives that support the Business Goals.

Critical Operating Tasks:Critical Operating Tasks: specific actions key to the specific actions key to the achievement or in support of corporate or achievement or in support of corporate or business/process area goalsbusiness/process area goals

ADP Goals/COTs drive...ADP Goals/COTs drive...

Individual / team Individual / team accountabilityaccountability for achievement of for achievement of results – performanceresults – performance

““pay for performance” pay for performance” compensationcompensation through merit through merit increases and incentive payincreases and incentive pay

Goal Setting/COT Alignment ProcessGoal Setting/COT Alignment Process

Goal Setting/

Alignment

Goal Setting/

Alignment

Review Review and update and update

during during yearyear

Review Review and update and update

during during yearyear

Review Review higher higher level level goalsgoals

Review Review higher higher level level goalsgoals

““How do we/How do we/should we should we

contribute?”contribute?”Our GoalsOur Goals

““How do we/How do we/should we should we

contribute?”contribute?”Our GoalsOur Goals

Determine Determine team and team and individual individual

workwork

Determine Determine team and team and individual individual

workwork

Develop Develop COTsCOTs

Develop Develop COTsCOTs

““Are Are goals/COTs goals/COTs aligned?”aligned?”

““Are Are goals/COTs goals/COTs aligned?”aligned?”

““Do goals/ Do goals/ COTs meet COTs meet

criteria and criteria and guidelines?”guidelines?”

““Do goals/ Do goals/ COTs meet COTs meet

criteria and criteria and guidelines?”guidelines?”

Develop Develop action plans action plans

for goals for goals

Develop Develop action plans action plans

for goals for goals

beginbegin

Constructing A Goal/COT StatementConstructing A Goal/COT Statement Answers the question: “What am I/are we committed to Answers the question: “What am I/are we committed to

achieve?”achieve?”

Begins with a concrete, action wordBegins with a concrete, action word

Focuses on what is to be achieved and when, not how itFocuses on what is to be achieved and when, not how itis to be accomplishedis to be accomplished

Is objective, clear and conciseIs objective, clear and concise

Is specific with timingIs specific with timing

Effective Goal/COT Development Effective Goal/COT Development ChecklistChecklist

1.1. SpecificSpecific...describes end results...describes end results

2.2. MeaningfulMeaningful...contribute to accomplishment of business goals...contribute to accomplishment of business goals

3.3. Aligned with other goalsAligned with other goals...linked with higher level goals & ...linked with higher level goals & goals across organization/between functionsgoals across organization/between functions

4.4. Realistic and attainableRealistic and attainable...a manageable number within your ...a manageable number within your controlcontrol

5.5. TimingTiming and measurable..include a deadline and measurable..include a deadline

6.6. BalancedBalanced...include process improvement & end result ...include process improvement & end result achievement; team and individual resultsachievement; team and individual results

Vertical Goal Alignment ExampleVertical Goal Alignment Example

Corporate GoalCorporate GoalCorporate GoalCorporate Goal

Achieve sales of “X” dollars for (year)Achieve sales of “X” dollars for (year)Achieve sales of “X” dollars for (year)Achieve sales of “X” dollars for (year)

Achieve sales of “Y” dollars during (year)Achieve sales of “Y” dollars during (year)Achieve sales of “Y” dollars during (year)Achieve sales of “Y” dollars during (year)

Western Region GoalWestern Region Goal Western Region GoalWestern Region Goal

Gain additional market share by July, (year)as follows: Gain additional market share by July, (year)as follows: Missouri: 40% Texas: 42%Missouri: 40% Texas: 42%Gain additional market share by July, (year)as follows: Gain additional market share by July, (year)as follows: Missouri: 40% Texas: 42%Missouri: 40% Texas: 42%

Identify 10 new target accounts and convert at least 5 by (year)Identify 10 new target accounts and convert at least 5 by (year)Identify 10 new target accounts and convert at least 5 by (year)Identify 10 new target accounts and convert at least 5 by (year)

Business Unit GoalBusiness Unit Goal Business Unit GoalBusiness Unit Goal

Sales Representative COTSales Representative COTSales Representative COTSales Representative COT

Horizontal Goal/COT Alignment ExampleHorizontal Goal/COT Alignment Example

Western Region GoalWestern Region GoalWestern Region GoalWestern Region Goal

Gain additional market share by July, (year) as follows: Gain additional market share by July, (year) as follows: Missouri: 40% Texas: 42%Missouri: 40% Texas: 42%Gain additional market share by July, (year) as follows: Gain additional market share by July, (year) as follows: Missouri: 40% Texas: 42%Missouri: 40% Texas: 42%

Identify 10 new target Identify 10 new target accounts and convert accounts and convert at least 5 by June, (yr.)at least 5 by June, (yr.)

Identify 10 new target Identify 10 new target accounts and convert accounts and convert at least 5 by June, (yr.)at least 5 by June, (yr.)

Sales RepresentativeSales RepresentativeSales RepresentativeSales Representative Establish production Establish production schedules for (yr.) and schedules for (yr.) and beyond to support new beyond to support new business with no loss of business with no loss of efficiency levels within efficiency levels within the plantthe plant

Establish production Establish production schedules for (yr.) and schedules for (yr.) and beyond to support new beyond to support new business with no loss of business with no loss of efficiency levels within efficiency levels within the plantthe plant

Plant Production Plant Production Plant Production Plant Production



ProcessProcess





ReviewReview

Continuous Feedback ReviewContinuous Feedback Review What is Continuous Feedback?What is Continuous Feedback?

Leader’s roleLeader’s role

Continuous Feedback ProcessContinuous Feedback Process

– feedback sourcesfeedback sources

– feedback topicsfeedback topics

– soliciting feedbacksoliciting feedback

– good feedbackgood feedback

– development planningdevelopment planning

What is Continuous Feedback?What is Continuous Feedback? Process for individuals and teams to collect feedback Process for individuals and teams to collect feedback

from managers, peers, co-workers, customers, and from managers, peers, co-workers, customers, and suppliers to assess performance against goals, customer suppliers to assess performance against goals, customer satisfaction, and developmental needssatisfaction, and developmental needs

Feedback is continuous and collected on an on-going Feedback is continuous and collected on an on-going basis via informal and formal meansbasis via informal and formal means

Feedback should capture both the “what” and “how”Feedback should capture both the “what” and “how”

– what was achievedwhat was achieved

– how was it accomplishedhow was it accomplished

Benefits Of Continuous FeedbackBenefits Of Continuous Feedback Allows employees to collect specific, actionable Allows employees to collect specific, actionable

information directly from individuals with whom they work information directly from individuals with whom they work most closely. This information can be used most closely. This information can be used to improve:to improve:

– individual performanceindividual performance

– work processeswork processes

– relationships with othersrelationships with others

Continuous Feedback ProcessContinuous Feedback ProcessIdentify Identify

feedback feedback sourcessources

Solicit Solicit feedbackfeedback

Document & Document & interpret interpret feedbackfeedbackPrepare & Lead Prepare & Lead

ADP summary ADP summary discussion with discussion with

leaderleader

Develop and Develop and Implement Implement Action PlanAction Plan

Evaluate Progress

A Feedback Source is someone who...A Feedback Source is someone who...

you work with on a regular basisyou work with on a regular basis

can provide information about how your work is goingcan provide information about how your work is going

is familiar with your goals/COTs and achievement toward is familiar with your goals/COTs and achievement toward themthem

Identify Identify feedback feedback sourcessources

Possible Feedback SourcesPossible Feedback Sources

Your feedback sources should include:Your feedback sources should include:

– yourselfyourself

– your leaderyour leader

– peers & colleaguespeers & colleagues

– team membersteam members

– cross-process team memberscross-process team members

– internal and external customers/suppliersinternal and external customers/suppliers

Identify Identify feedback feedback sourcessources

Feedback TopicsFeedback Topics

Progress on goals/COTsProgress on goals/COTs

Meeting your customer’s needs & expectationsMeeting your customer’s needs & expectations

Interpersonal skillsInterpersonal skills

Work habitsWork habits

Quality of workQuality of work

Leadership characteristics and job competenciesLeadership characteristics and job competencies


Formal SurveysFormal Surveys Two versions:Two versions:

– leader (also two versions; cost)leader (also two versions; cost)

– individual contributor (no cost)individual contributor (no cost)

Available electronically via HR OnlineAvailable electronically via HR Online


Good FeedbackGood Feedback Is informal and ongoingIs informal and ongoing

Relies on combination of sources and methods used to Relies on combination of sources and methods used to collect itcollect it

Comes from asking open questionsComes from asking open questions

Depends on active listeningDepends on active listening

Is specific, based on examples, and actionableIs specific, based on examples, and actionable

Develops over timeDevelops over time

Usable for improvementUsable for improvement

Document & Document & interpret interpret feedbackfeedback

Receiving FeedbackReceiving Feedback Listen attentivelyListen attentively

Remain calm, objective, and open-mindedRemain calm, objective, and open-minded

View all information as potentially usefulView all information as potentially useful

Ask for specific examplesAsk for specific examples

Avoid rejecting, defending, or justifyingAvoid rejecting, defending, or justifying

Paraphrase or summarize to clarify understanding Paraphrase or summarize to clarify understanding

View it as a challenge & opportunity for developmentView it as a challenge & opportunity for development

Thank the person for the inputThank the person for the input

Give the feedback time to digestGive the feedback time to digest

Giving FeedbackGiving Feedback

Begin by using the word “Begin by using the word “II”.”.

State your State your FeelingsFeelings

Describe the Describe the BehaviorBehavior in specific terms in specific terms

Be prepared to give Be prepared to give ExamplesExamples

Give the Give the ReasonsReasons for your feelings for your feelings

Explain What you would like the other person Explain What you would like the other person to doto do

Ask for Ask for AgreementAgreement

CompetenciesCompetencies

Categories of behaviors key to roles performed at OCCategories of behaviors key to roles performed at OC

Typically used during interview processTypically used during interview process

Examples:Examples:– communicationcommunication– teamworkteamwork– problem solvingproblem solving– customer focuscustomer focus

Use these in soliciting feedback and to outline strengths & Use these in soliciting feedback and to outline strengths & areas for developmentareas for development




ProcessProcess





ReviewReview

What is a Summary Discussion?What is a Summary Discussion? Leader and employee have a discussion on the following:Leader and employee have a discussion on the following:

– performance against goalsperformance against goals

– summary of feedback collected, how those learnings summary of feedback collected, how those learnings were appliedwere applied

– strength/development area identificationstrength/development area identification

– career growth (short and long term)career growth (short and long term)

– development needs and plandevelopment needs and plan

Formal documentation once per year (based on reviews Formal documentation once per year (based on reviews during the year)during the year)

CharacteristicsCharacteristics Leader and employee both prepare and discussLeader and employee both prepare and discuss

Leader acts as coachLeader acts as coach

Each business determines the timeframeEach business determines the timeframe

Focuses on achievements and developmentFocuses on achievements and development

Forward lookingForward looking

– new goals/COTs for the yearnew goals/COTs for the year

– development needs & career objectivesdevelopment needs & career objectives

Leader and employee share feedbackLeader and employee share feedback

PreparationPreparation SummarizeSummarize

– overall performance & achievements against goals/COTsoverall performance & achievements against goals/COTs

– feedback receivedfeedback received

Identify:Identify:

– strengths & developmental areasstrengths & developmental areas

– Tie to CompetenciesTie to Competencies

– career planning (short & longer term)career planning (short & longer term)

– development needs/actionsdevelopment needs/actions

– possible new goals/COTspossible new goals/COTs

Use common electronic format for summary discussionUse common electronic format for summary discussion

Goal/COT AlignmentGoal/COT Alignment

CompetenciesCompetencies Supporting Tools:Supporting Tools:

– Leadership CharacteristicsLeadership Characteristics

• 10 Characteristics that have been identified by the Sr. 10 Characteristics that have been identified by the Sr. Leadership TeamLeadership Team

– Job CompetenciesJob Competencies

• Also known as Targeted Selection interview dimensionsAlso known as Targeted Selection interview dimensions

Competencies by FunctionCompetencies by Function

– Provides selected Characteristics and Competencies that should Provides selected Characteristics and Competencies that should be reviewed for employees in specific functions.be reviewed for employees in specific functions.

Position DescriptionPosition DescriptionThe ASM is responsible for development and implementation of a territory business plan defining The ASM is responsible for development and implementation of a territory business plan defining

distribution, product, pricing and promotional strategies (including System Thinking concepts distribution, product, pricing and promotional strategies (including System Thinking concepts and processes) for designated retailers and distributors of Owens Corning building material and processes) for designated retailers and distributors of Owens Corning building material and composite products. This position drives the generation of sales growth for the Roofing, and composite products. This position drives the generation of sales growth for the Roofing, Insulation, Composites and Exterior Systems Business Units within the assigned area which Insulation, Composites and Exterior Systems Business Units within the assigned area which may have approximately $8-$10 million in annual sales volume. Strategies include account may have approximately $8-$10 million in annual sales volume. Strategies include account conversions, product upgrades, new product introductions and effective use of internal and conversions, product upgrades, new product introductions and effective use of internal and external sales support resources to build customer partnerships.external sales support resources to build customer partnerships.

The ASM works with product and sales teams including a customer service support team for the The ASM works with product and sales teams including a customer service support team for the region. The ASM manages local pricing to build profitable businesses across multiple product region. The ASM manages local pricing to build profitable businesses across multiple product lines. Building customer relationships is key to delivering outcomes, along with working lines. Building customer relationships is key to delivering outcomes, along with working through a variety of markets and channels of distribution. The product mix includes glass, through a variety of markets and channels of distribution. The product mix includes glass, insulation, roofing, foam, siding, and windows. The markets and channels of distribution insulation, roofing, foam, siding, and windows. The markets and channels of distribution include one and two step distributors; buying co-ops, retail store chains, and national accounts. include one and two step distributors; buying co-ops, retail store chains, and national accounts. Performance requirements include achievement of sales commitments by business unit; Performance requirements include achievement of sales commitments by business unit; emphasis on profitable product mix; focus on the customer’s customer; and management of emphasis on profitable product mix; focus on the customer’s customer; and management of expenses within a budget. Key competencies include tenacity, problem solving, risk taking expenses within a budget. Key competencies include tenacity, problem solving, risk taking persuasiveness, responsiveness, independence, customer focus, work standards, teamwork, and persuasiveness, responsiveness, independence, customer focus, work standards, teamwork, and communication skills.communication skills.

Leadership CharacteristicsLeadership Characteristics

Catalyst for ChangeCatalyst for Change

Good ListenerGood Listener

Communicates Openly and Communicates Openly and Seeks InformationSeeks Information

Creates Teamwork ClimateCreates Teamwork Climate

Seeks Personal GrowthSeeks Personal Growth

Personal ConfidencePersonal Confidence

Personal IntegrityPersonal Integrity

Encourages Individual DignityEncourages Individual Dignity

Sense of UrgencySense of Urgency

Sense of HumorSense of Humor

CompetenciesCompetencies

Leader’s RoleLeader’s Role

Initiates process and schedules final reviewInitiates process and schedules final review

Preparing for discussion as employee doesPreparing for discussion as employee does

Responsible for seeing that all elements are coveredResponsible for seeing that all elements are covered

Provide own feedbackProvide own feedback

Reality check on performance results, strengths/development Reality check on performance results, strengths/development areas, career objectives & development plansareas, career objectives & development plans

Coach employeeCoach employee

Ensure Summary Discussion Form is documented and signedEnsure Summary Discussion Form is documented and signed

How does my evaluation affect my pay?How does my evaluation affect my pay?

Performance evaluation is one tool that is used in Performance evaluation is one tool that is used in determining an employee’s merit pay. determining an employee’s merit pay.

– Focus on past year performance, multiple input from multiple Focus on past year performance, multiple input from multiple levelslevels

– Overall achievementOverall achievement

– Look at contributions to assignments; were improvements made Look at contributions to assignments; were improvements made or were processes done more efficientlyor were processes done more efficiently

Other items include:Other items include:

– Current salary in relation to market value and band rangesCurrent salary in relation to market value and band ranges

– Amount of time since last increaseAmount of time since last increase

– Allocated salary budgetAllocated salary budget

The BandsThe Bands

Administrative

$15,000 to$55,000

Technical

$20,000 to$70,000

$30,000 to$100,000

$50,000 to$140,000

$65,000 to$175,000

$90,000 to$300,000

$120,000 to$520,000

Supervisors,Professional,

Analysts

Managers,Senior Individual

Contributors

Leadership

SeniorLeadership

Officers

8877

6655

4433

22

Compensation GoalsCompensation Goals Reward fairly for your contribution to Owens Corning’s Reward fairly for your contribution to Owens Corning’s

successsuccess

Provide a competitive compensation packageProvide a competitive compensation package

Align compensation with individual and Company Align compensation with individual and Company performanceperformance

Provide flexibility for both the Company and youProvide flexibility for both the Company and you

Both allow for peer group specificationBoth allow for peer group specification

Other surveys may be used for specialized positionsOther surveys may be used for specialized positions

Major SurveysMajor SurveysUsed to determine market valuesUsed to determine market values

– Organizational Resource Counselors (700 companies)Organizational Resource Counselors (700 companies)

– Hay PayNet - Next generation of Hay survey data Hay PayNet - Next generation of Hay survey data (500 companies)(500 companies)

http://www.orc-sirs.com/

http://www.haypaynet.com/welcome/

Determining Merit PayDetermining Merit Pay Focus on performance, achievements, feedbackFocus on performance, achievements, feedback

Look at contributions to assignmentLook at contributions to assignment

Consider current salary in relation to market value and Consider current salary in relation to market value and band ranges of assignmentband ranges of assignment

Consider amount and date of last increaseConsider amount and date of last increase

Administered within salary budgetAdministered within salary budget



ProcessProcess





ReviewReview

What is an Human Resource Review (HRR)?What is an Human Resource Review (HRR)?

Process in which leaders of the company meet to Process in which leaders of the company meet to discuss various HR strategiesdiscuss various HR strategies

Follows Achievement and Development Summary Follows Achievement and Development Summary discussionsdiscussions

Among leaders of a particular organization (NLT’s)Among leaders of a particular organization (NLT’s)

Facilitated by Human Resources RepresentativeFacilitated by Human Resources Representative

HRR FocusHRR Focus Human resource implications of business strategyHuman resource implications of business strategy

Potential organizational structure changesPotential organizational structure changes

Needs of selected employeesNeeds of selected employees

Potential job movementsPotential job movements

Training & development needsTraining & development needs

Succession planningSuccession planning

Diversity opportunitiesDiversity opportunities

Inventory of organizational skillsInventory of organizational skills

Recruiting needsRecruiting needs

HRR OutputsHRR Outputs

Plans for job movements, succession planning, recruitingPlans for job movements, succession planning, recruiting

Development needs Development needs

Feedback to Training and Development organizationsFeedback to Training and Development organizations

Shortfalls in structure, skills, training, and manpowerShortfalls in structure, skills, training, and manpower

Key Leader Staffing ProcessKey Leader Staffing ProcessIdentifyOpen

Position

Outline Job SpecificationsResponsibility: HR Leader Staffing Leader

Sourcing Procedure:- JOBB Posting- Internal review of key succession plan information- External Search as necessary- Executive Team communication and nomination- Diversity nomination- HR Leadership Team ReviewResponsibility: Staffing Leader

Conduct InterviewPanel consists of: Organization Senior Leader Hiring Manager HR Leader

Staffing Leader Others as necessary

Responsibility: HR Leader

Review interview dataand determine if offer will be extended*

*Selection of non-SuccessionPlan participant must be validated by Senior VP of HR

Candidate FinalizationReview sourcing comparison data and determine candidateinterview pool. (Provide status update to Hiring Manager andHR Leadership team.)Responsibility: HR Leader

TM

Questions?

Career ManagementCareer Management

Career ManagementCareer Management What is Career Management?What is Career Management?

Your role in Career ManagementYour role in Career Management

Your leader’s role in Career ManagementYour leader’s role in Career Management

What tools and/or experiences are available for career What tools and/or experiences are available for career management?management?

Career ManagementCareer Management

Defining your career objectives, understanding your current performance, capabilities, aptitudes and then developing a plan to match your expectations.

Your Role in Career ManagementYour Role in Career Management You “own” this journey..only you can make the final decision about what to do or NOT to doYou “own” this journey..only you can make the final decision about what to do or NOT to do

Consider:Consider:

– Your contribution in current assignmentYour contribution in current assignment

– Your strengths and areas for developmentYour strengths and areas for development

– Your short and long-range career objectivesYour short and long-range career objectives

– Your developmental needsYour developmental needs

– Your potential to do other thingsYour potential to do other things

Your Role in Career ManagementYour Role in Career Management Select Tools to help define career objectives that include:Select Tools to help define career objectives that include:

– InterestsInterests– MotivationMotivation– Inventory of current capabilities (self)Inventory of current capabilities (self)

– Professional expectationsProfessional expectations

– Personal expectationsPersonal expectations

– What do you want to do?What do you want to do?

Your Leader’s Role Your Leader’s Role Jointly determine what success is in your current Jointly determine what success is in your current

assignment assignment

Provide ongoing feedback about your performanceProvide ongoing feedback about your performance

Ensure that career discussions occurEnsure that career discussions occur

Provide a logical framework for reviewProvide a logical framework for review

Understand what resources are available to assist Understand what resources are available to assist employees in this areaemployees in this area

Understand career alternatives in OCUnderstand career alternatives in OC

Be honest and direct regarding expectations Be honest and direct regarding expectations

What tools are available? What tools are available? Achievement & Development ProcessAchievement & Development Process

– Personal Development PlanPersonal Development Plan

Career Coaching Guidelines for Employees and LeadersCareer Coaching Guidelines for Employees and Leaders

Education/Information on:Education/Information on:

– organizationorganization

– roles/jobsroles/jobs

– requirements requirements

• skillsskills

• experiencesexperiences

• competenciescompetencies

MentorMentor

Key StepsKey Steps

Self - Assessment regarding interestsSelf - Assessment regarding interests

Gather information regarding opportunitesGather information regarding opportunites

Explore and networkExplore and network

Engage leader an mentor Engage leader an mentor

Develop action planDevelop action plan

Get in the gameGet in the game

Mentoring ProcessMentoring Process

What is the Mentoring Process?What is the Mentoring Process?

Mentoring helps employees develop and become a successful member of the team faster.

Mentoring helps transfer knowledge between seasoned employees and newer employees.

The Mentoring Process - OverviewThe Mentoring Process - Overview

Potential Mentor

Identification

ID PotentialMentors

Evaluate & Improve the Mentoring Process

Mentor-MenteePairing

Mentoring

Maintain MentorBiographies

Provide Mentorwith Information

Mentee Meets with Mentors

Mentee and MentorAgree to Relationship

Mentee InitiatesMentoring Session

Conduct MentoringSession

Follow Up as Necessary

Assign Mentor to Employee

Potential Mentor Identification

A positive role model of the company’s values and practices

Knowledgeable about organizational goals, policies, programs, and opportunities

Aware of the culture, trends, networks, and information resources within the organization

Potential Mentor Identification

Regarded as successful in their job Skilled in setting goals, coaching, providing

feedback Strong in listening, communication, and

problem solving Committed to the process and effort

Mentor-Mentee Pairing

For new hires or transferred employees Based on similarity and diversity of

backgrounds and/or interests, willingness to mentor new hires, etc.

Meet to define relationship The mentee can establish a relationship

with a different mentor

Mentoring Process - Roles and Responsibilities

Mentors

– Set realistic expectations

– Make themselves available

– Maintain consistent contact

– Identify areas for personal development

– Share business contacts


Mentees– Initiate contact with mentor / plan meetings – Set goals for self– Open to feedback -- accept information without

interpreting it as evaluation– Be candid about needs and deficiencies– Follow through on commitments/ seek help


Mentees

– Willing to discuss failures as well as successes

– Do what is appropriate to build a strong relationship

– Utilize resources provided for career growth

BUILDING SUCCESS IN A MENTORING BUILDING SUCCESS IN A MENTORING RELATIONSHIPRELATIONSHIP

Respect each other’s Respect each other’s ideas & experiencesideas & experiences

Realize ownership of the Realize ownership of the process is mutualprocess is mutual

Seek additional support Seek additional support if necessaryif necessary

Meet / communicate Meet / communicate regularlyregularly

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