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Managing Talent & Mentoring in the Fast Lane

Managing Talent & Mentoring in the Fast Lane. Michael A. Potter. Managing Talent & Mentoring in the Fast Lane. Michael A. Potter Chief Executive Officer Michael A. Potter International The 8 th Middle East HR Conference & Expo Dubai, February 25 th , 2009. Michael A. Potter. UK Born

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Managing Talent & Mentoring in the Fast Lane

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  1. Managing Talent & Mentoring in the Fast Lane Michael A. Potter

  2. Managing Talent & Mentoring in the Fast Lane Michael A. Potter Chief Executive Officer Michael A. Potter International The 8th Middle East HR Conference & Expo Dubai, February 25th, 2009

  3. Michael A. Potter • UK Born • Head of MPA for 15 years • Writer/Lecturer/Speaker/Consultant • International Experience • Fellow of CIPD (UK) • Author of the book “Mentoring in the Fast Lane” • Not Related to Harry Potter!

  4. Michael A. Potter International • HR & Management Consultants • Training Specialists • Organisational Development • International Focus

  5. Global Business Climate • Credit Crunch • Financial Meltdown • Job Cuts • Winners/Losers • Globalisation • Increasing client demands

  6. Global Business Climate • Technological advances • Changing organisational structures • High job turnover • Increased concern with employees’ wellbeing • Focus on personal growth

  7. Recent Global Talent Survey • 1396 organisations, over 60 countries • Skills resource shortages • Today's critical talent issues • Impact of talent issues on organisation • Plans to address talent issues

  8. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

  9. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

  10. Talent Shortage Source: Deloitte Global Talent Pulse Survey Results 2005

  11. Critical Issues • Attracting New Talent • Retention of Key Talent • Increasing Demand for Work/Life Balance

  12. Global Talent Index Middle East is losing global battle for talent • Survey of 30 countries by Heidrick & Struggles • Saudi Arabia, Egypt & Iran in the bottom 5 of the Global Talent Index • Estimated that UAE would receive a similar rank • Middle East countries are not expected to make a significant change within the next 5 years • USA – biggest talent hotspot

  13. 3 Key Strategies

  14. Recruitment Effective Recruitment Processes: • Alignment with organisation objectives • Vigilance when sifting • Staff with right competencies

  15. Recruitment Succession Planning Through Effective Investment • Graduates and Junior Managers • Internships

  16. Development Learning & Development • Offer learning and development opportunities • Promotion to different departments • Opportunities for everyone

  17. Development Role Design • Expand job roles – job enrichment & enlargement • Whole process instead of confined routines • Broaden skills

  18. Retention Culture • Culture fit • Organisational citizenship • Work/life balance & job security

  19. Recruitment, Development, Retention Mentoring as a Solution • Environment of constant learning • Challenges Talent to stretch & strengthen their skills • Provides opportunity to gain new competencies & experience • Engages Talent in a discussion focused on their career development & expectations

  20. Recruitment, Development, Retention Result: • Attracting Talent through the promise of personal development • Retaining Talent as enhanced job satisfaction & increased organisational commitment result in lower turnover rates

  21. What is Mentoring? • The word mentor derived from Greek mene (think) • Greek mythology: Mentor, a friend of Odysseus (an Ithacan king), was entrusted with the education of Telemachus

  22. Role of a Mentor • Wise Counsellor • Trusted Advisor & Guide • Confidant • Career Developer • Role Model • An “Inside Ear” • Sounding Board • Coach

  23. Benefits to the Learner • Access to professional counselling • Maximising learning opportunities • Clear goals • Early contribution • Networking and crossing departmental boundaries

  24. Benefits to the Mentor • Personal learning • Job enrichment • Exposure to new attitudes • Movement across departments

  25. Benefits to the Organisation • Learning culture • Responsive to change • Increased department interaction • Improved competency & efficiency • Rapid transfer of experience • Improved recruitment & staff turnover • Improved cross-functional co-operation

  26. Informal Mentoring • Unstructured process • Not imposed • Naturally developed bond • Not monitored by the training department

  27. Formal Mentoring • Structured process • Depends on different formal programmes • Thorough preparation. • Requires a strong involvement of line managers & training department

  28. A Successful Mentoring Session

  29. Mentoring Process

  30. Role of HR • Central in designing and managing mentoring • Choice of mentors • Managing relationships • Evaluating success

  31. Case study: Executive Mentoring at UBS CONTEXT • Financial services company operating globally • Present in Dubai & Abu Dhabi • Series of changes, mergers and acquisitions

  32. Case study: Executive Mentoring at UBS • Objective: be in effect ‘one firm’ operating an ‘integrated business model’ • Solution: the leadership of the bank needs to be united • Key element: Mentoring to deliver awareness

  33. Why should we implement mentoring? • Rapid change • Learning-to-learn • Mentoring is a most effective method • Mentoring benefits all • Mentoring can work most organisations!

  34. Points to remember • Executive mentoring – high level • Remote mentoring doesn’t always work • Personality clashes • Commitment issues • Different goals • There has to be an end • What happens next?

  35. “Mentoring in the Fast Lane” Author: Michael A. Potter Publisher: Lulu http://www.lulu.com/content/2612243

  36. Thank you! Any Questions?

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