Corporate Renaissance of Employees Maximization of Individual's Needs and Desires

1. Corporate Renaissance of Employees Maximization of Individual's Needs and Desires

2. CORE MIND Presents with Immense Pleasure and Pride Mentoring Initiatives in Organizations

3. "By learning you will teach, by teaching you will learn” - Latin Proverb

4. If every person in our society served as a Mentor to a Protégé as well as became a Protégé to a Mentor, we would be more successful and capable of solving our problems substantially faster than we do today

5. “When the Student is ready, the Teacher appears”

6. Accreditation Acquired • Licensed by Perrone Ambrose Associates Inc [PAA], Chicago, USA to institutionalize Mentoring programs in organizations in 2006 • Attended 2 programs with PAA on “Setting up Mentoring Systems in Organization” and “Mentors – Train the Trainer”

7. What Is Mentoring? • A mentor is a person who helps someone else experience personal growth through learning • Mentoring then, is the offering of information or guidance by a person with useful experience, skills or expertise for another individual’s personal and professional development • The scope of mentoring is vastly greater than coaching, which is itself, a small subset of mentoring

8. Who Is A Protégé? • The term protégé refers to the individual being mentored • The term’s Latin origin [protegere] implies a protected person or a ‘favorite’ • But general usage implies a person whose career is being advanced by someone with experience or influence • The term protégé is superior to the modern business-speak: “mentee”

9. Roles Of Mentor & Benefits Personal Transformation Emotional Connectivity Legacy Footprints Role Model Create Talent Pool Teacher Path Finder Employee Retention Coach Supporter Evangelist Inspirer Customer Enchantment Mentoring Roles and Processes Guide Value Driven Mutual Growth Leader Organization Turnarounds Advisor Net worker Visionary Counselor Relationship Bonds Developer Enhance Competence Motivator Caretaker Friend Change Agent Customer Enchantment Performance Effectiveness Organization Turnarounds

10. Organization Transformation Model Through Mentoring Processes Voluntarism by and/or Identification of Potential Mentors Integrating willing Mentors and desiring Protégés Mentors and Protégés relish their journey of togetherness in life Mentors and Protégés build relationships of mutual acceptance

11. Organization Transformation Model Through Mentoring Processes Mentors enable Protégés in enhancing Personal and Performance Effectiveness Mentors transform Protégés into emotionally engaged employees Emotionally engaged employees create emotionally engaged customers Emotionally engaged customers drive business growth, profits and shareholder value

12. Recommended Road Map for Mentoring Initiatives • Gain absolute ownership and commitment of the top management team Determine business case of the organization to initiate Mentoring Business case can include: improve employee retention, culture building Can also relate to productivity, building trust, developing future leaders etc

13. Recommended Road Map for Mentoring Initiatives Identify scope, coverage, evaluation processes etc • Set 1 to 3 years objectives for internal initiatives Form a Steering Committee or Core group, which will be a helpful structure Have a coordinator preferably from HR or from other function/s

14. Recommended Road Map for Mentoring Initiatives • Define the roles of Steering Committee/Core group and Coordinator/s Consider Systems, Support and Measurements while framing roles Clarify Mentoring Alliance of Mentors, Mentees and Managers [i.e. immediate bosses] Examine boundary management issues of the Alliance

15. Mentee Manager Mentor The Mentoring Alliance

16. Recommended Road Map for Mentoring Initiatives Evolve criteria and guidelines for selection of Mentors and Mentees • Ensure confidentiality norms to be absolutely respected Ascertain a voluntary group of Mentors to opt for formal training Decide on profile of Mentees e.g. fresh recruits, lateral entrants, junior/middle management levels etc.

17. Recommended Road Map for Mentoring Initiatives • Generate expectations for participating Mentors and Mentees Conduct a Mentor Skill/Value Building Workshop [2 days] Carry out a Mentee Orientation Workshop [1 day] Instill a learning orientation and focus for Mentors and Mentees

18. Recommended Road Map for Mentoring Initiatives • Arrange a Mentor – Mentee Interface/Integration Workshop [1 - 2 days] Implement a transparent Mentor – Mentee matching process Mentors ought to be from different functions and not to be in the same line of hierarchy of the Mentees Outline expectations, roles and responsibilities, first steps, meetings and processes Communicate Mentoring initiatives within the whole organization

19. Recommended Road Map for Mentoring Initiatives • Intervene with 3 quarterly reviews or at least 2 reviews, after launch with Mentors and Mentees [2 days for the Mentees and 1 day for the Mentors] – the 2nd day will be joint session for the Mentors and Mentees Organize a Transition meet of Mentors and Mentees, a year from launch [1 day] End formal Mentoring cycle and leave it open for continuing the Mentoring Partnerships either formally or informally

20. Suggestions for Successful Mentoring Initiatives Create openness amongst Mentors by exposure to literature and external programs • Ensure Senior Management and Mentors own the process Champion the initiatives passionately through willing Mentors Devolve the implementation to Steering Committee/Core group – they can assist HR team

21. Suggestions for Successful Mentoring Initiatives Senior Management’s role would also include goading the initiatives and monitoring progress • Monitor the performance and processes Implement pilot projects in a particular division/profit centre De-link Mentoring from Performance Appraisal process Prevent overloading of Mentor – Mentee ratio – ideal 1:2

22. Suggestions for Successful Mentoring Initiatives • Insist on Mentor - Mentee meetings to happen at least once a month Provide space and time for reflections and reviews Mentors and Mentees to document data of their meetings Learn from experiences and plough back lessons Listen/review to understand and course correct

23. Suggestions for Successful Mentoring Initiatives • Make certain that the initiatives build upon earlier experiences Frequent communication of best practices Have a space in the intranet and other mediums Inspire the rest of the Organization, to join the fold Cascade further Mentoring interventions across Organizations Build a reservoir of Mentors by enrolling more Mentors and also some of the Mentees who’re capable of becoming Mentors eventually

24. Suggestions for Successful Mentoring Initiatives Conceive exclusive Mentoring rooms, conclaves, retreats • Avoid those not interested in being Mentors and Mentees Incorporate outside office events like strategy meets, sales call Organize presentations, study circles, games, dinners etc Introduce simple celebratory and reward mechanisms

25. In house Workshops for Mentors Conducted 2 day Mentor/Skill Value Building in house Workshops in the following Organizations:

26. Long Term In house Mentoring Initiatives Facilitated long term internal Mentoring initiatives which resulted in sustained bonding of Mentor – Protégé relationships contributing to culture enhancement and organization effectiveness :

27. Open Workshops on Mentoring Eight Open Workshops to equip Leaders and Managers of the Corporate world, were conducted at Chennai and Bangalore between 2005 and 2007 400+ Participants from 166 Organizations belonging to diverse business segments like Manufacturing, Services, Telecom, IT, ITes, FMCG, Public Sector and NGOs benefited, from the above Workshops Rave reviews were received from all clients and participants, which in turn resulted in several invitations to facilitate in house Mentoring initiatives