OB ppt (4)
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HR strategies for people development
Mentoring
Section 2, Group 14
FT12 249 Ruma Patra
FT12 257 Siddhant Gupta
FT12 263 Sriharsha B
FT12 268 Varsha Agarwal
FT12 282 Harshavardhan Minhas
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Mentoring
"A lot of people have gone further than they thought they could
because someone else thought they could."
Helping Each Other Grow Long term relationship, not confined by space or
time
Goes beyond professional relationship
Traditionally, mentoring is viewed as a dyadic,face-to-face, long-term relationship between asupervisory adult and a novice student thatfosters the mentees professional, academic, orpersonal development (Donaldson, Ensher, &Grant-Vallone, 2000)4/14/2012 2Section 2, Group 14
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Role of a Mentor
Identify skills, interest and aspirations of mentee
Facilitates growth by providing guidance, resources
and networks
Offers emotional support
Challenging mentee to go beyond comfort zone
Creating an environment to foster confidence of
mentee
4/14/2012 3Section 2, Group 14
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Mentoring vs. Coaching
Coaching It is a method of training, directing or instructing a person or group of
people to do a specific task or develop certain skills.
Uses one or any combination of methods including: motivational talks,
seminars, workshops, clinics and supervised practice.
Mentoring Relationship built on trust, and one of its primary goals is to make the
newcomer more confident in their abilities and talents.
4/14/2012 Section 2, Group 14 4
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Contd
4/14/2012 Section 2, Group 14 5
Coaching Mentoring
Key Goals To correct inappropriate behavior,improve performance and skills
To support and guide overall
growth
Initiative for
Mentoring
The coach directs the learning The protg is in charge of the
learning
Volunteerism Not necessary Mentor and protg bothvolunteer
Focus Immediate problems Long term career and personaldevelopment
Goals Heavy on telling with appropriatefeedback
Heavy on listening, role
modeling, suggestions
Duration Short-term (as needed) Long term
Relationship Coach is often the boss/manager Mentor is rarely theboss/manager
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Types of Mentoring
4/14/2012 6Section 2, Group 14
Mentoring
Based oninitiator
Informalmentoring
Formalmentoring
Based on
approach andparticipants
One-on-One
Groupmentoring
Facilitatedgroup
mentoring
Peer-group
mentoring
Teammentoring
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Types of Mentoring
Based on initiator
1. Informal mentoring:
Personal/Self Selection based on personal chemistry
Goals of the relationship are not specified
Result is not quantified or evaluated
Access is limited and may be exclusive
The organization benefits indirectly, as the focus is exclusively on the mentee
2. Formal mentoring:
Initiated by organization with a specified goal or target
Outcomes are measured
Access is open to all who meet program criteria
Mentors and mentees are paired based on compatibility
Training and support in mentoring is provided
4/14/2012 7Section 2, Group 14
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Types of Mentoring
Based on approach and number of participants1. One-on-One mentoring:
Protgs are matched with mentors who have experience in the similar line of work
Customized mentoring methods and programs can be adopted.
Optimal for developing strong one-on-one relationships between mentoring pairs
Developmental program that maintains complete secrecy.
2. Group mentoring:
Collection of mentoring relationships that meets together on a regular basis for an agreed uponlength of time
Relationships include between the mentor and facilitator(s) and among the menteesthemselves.
Organization can maximize its pool of qualified mentors (high mentor-mentee ratio).
Mentees receive multiple sources of feedback, not just that of one mentor.
Mentees dont have as much 1-on-1 contact with the mentor(s) as they often would like.
4/14/2012 8Section 2, Group 14
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Types of Mentoring
Group mentoring
1. Facilitated group mentoring:
A number of people to participate in a learning group.
Experience multiplies as each group participant brings personalexperiences into the conversation.
Facilitator asks questions -> meaningful responses -> Shareexperiences -> feedback and sounding board.
Example: Once a month seven physicians meet to talk about issuespertinent to their small subspecialty area of practice. For eachsession, they choose an outside facilitator (usually a medicalacademician) based on the topic they are exploring.
4/14/2012 9Section 2, Group 14
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Contd
2. Peer-group mentoring:
Brings peers with similar learning interests or needs.
Self-directed and self-managed group.
Each participants needs to be satisfied.
Example: Each participant presents a problem or issue. The
other members respond to the problem. The collectiveideas are harnessed to solve problems and improvepractices.
4/14/2012 10Section 2, Group 14
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Contd
3. Team mentoring:
Methodological learning of an intact team.
Individuals of the team articulate mutual goals.
Process allows the team to be supported
Example: In a law firm, two mentors with different legal
specialties work with an internal group of associateswith the goal of helping them better understand what
they do and how they do it.
4/14/2012 11Section 2, Group 14
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Five Phases of the Mentoring
Relationship Model
Purpose
Want for amentor
Engagement
Finding andBeing aMentor
Planning
Developingmentoringaction plan
Emergence
Engaging intheconversatio
n
Completion
CelebratingAccomplishments
4/14/2012 Section 2, Group 14 12
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Success Factor
Strategiesfor
success
Readiness
Opportunities
Supportsystem
Articulation of the goals andpurposes of mentoring.
Develop expectations and practices
for mentoring.
Clarify roles of the individual
participants.
Create opportunities
to meet a variety of
learning needs
Develop the structures and
practices of mentoring.
4/14/2012 13Section 2, Group 14
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Benefits to organization
By introducing mentorship program and organizations
obtain the following benefits:
Increased employee retention
Improved job performance/ productivity
Develop a strong line of leadership
Enhance career development
Support career transitions Promote diversity
Improve technical knowledge
4/14/2012 14Section 2, Group 14
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Famous Mentors and Mentees
Krishna
The Archetypal Mentor to
Arjuna
4/14/2012 Section 2, Group 14 15
Thomas Edison
to Henry Ford
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4/14/2012 Section 2, Group 14 16
Contd
Sri Ramkrishna Paramhansa and Swami
Vivekananda.
When Vivekananda came to Ramakrishna his name was still
Narendranath -- he was extremely argumentative, an
atheist, a rationalist. He wanted proof for everything.But the idea and experience of his Guru gave him a new
direction of life and the gifted world one of the most
powerful leader of all times.
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Famous Mentors and Mentees
Bill Campbell to
Steve Jobs and
Eric Schmidt
4/14/2012 Section 2, Group 14 17
K. Balachander
to Kamal Hassan
and Rajnikanth
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Famous Mentors and Mentees
4/14/2012 Section 2, Group 14 18
Coach Ramakant Archerakar and Sachin
To Sachin Coach Archekar was never merely a coach,
but his Sir was his path finder who has channelized
his immense potential.
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Thank you!
4/14/2012 Section 2, Group 14 19