Dear All,
I would really appreciate it if you could share with me some mentoring and coaching programs that have been developed and successfully implemented for top-performing employees. I have found some useful material, but it only covers the benefits and general information about assigning mentors to new hires. I am specifically looking for clear guidelines, formats, and specific details for mentoring existing high performers.
I would appreciate an early response.
Best Regards
From Pakistan, Islamabad
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1I would really appreciate it if you could share with me some mentoring and coaching programs that have been developed and successfully implemented for top-performing employees. I have found some useful material, but it only covers the benefits and general information about assigning mentors to new hires. I am specifically looking for clear guidelines, formats, and specific details for mentoring existing high performers.
I would appreciate an early response.
Best Regards
From Pakistan, Islamabad
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Dear Hina,
I have given several comments earlier on mentoring. Click the following two of them: http://citehr.com#post1267775 https://www.citehr.com/315074-mentor...ml#post1430450 You can give me the assignment. I will do everything for you. By the way, mentoring is not just for high performers. Mentoring is for everybody. The objective of mentoring is to improve bonding or attachment with the organization. Mentoring reduces attrition. An average performer can become a high performer if you mentor him/her properly. On the contrary, if you leave out this group and concentrate only on high performers, it will foster attrition. In such a scenario, will you be able to calculate the cost of attrition?
Thanks, Dinesh V Divekar
From India, Bangalore
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I have given several comments earlier on mentoring. Click the following two of them: http://citehr.com#post1267775 https://www.citehr.com/315074-mentor...ml#post1430450 You can give me the assignment. I will do everything for you. By the way, mentoring is not just for high performers. Mentoring is for everybody. The objective of mentoring is to improve bonding or attachment with the organization. Mentoring reduces attrition. An average performer can become a high performer if you mentor him/her properly. On the contrary, if you leave out this group and concentrate only on high performers, it will foster attrition. In such a scenario, will you be able to calculate the cost of attrition?
Thanks, Dinesh V Divekar
From India, Bangalore
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Dear Ms. Hina,
I suggest you avail the services of Mr. Dinesh to meet your requirements. Experienced trainers can do their best as they know "what should be done."
Kindly do consider my advice.
With profound regards.
From India, Chennai
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I suggest you avail the services of Mr. Dinesh to meet your requirements. Experienced trainers can do their best as they know "what should be done."
Kindly do consider my advice.
With profound regards.
From India, Chennai
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Hi Hina,
I would suggest you talk to someone at Godrej. They had an interesting model a few years back called reverse mentoring, where every top official, including Adi himself, had taken a few fresh MBAs as mentors. The idea was that new ideas are best coming from 'fresh' grads.
I am involved in several mentorship programs. However, getting the commitment of the business owner is hard to be seen. In such cases, it will be a huge effort yielding little.
From United States, Daphne
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I would suggest you talk to someone at Godrej. They had an interesting model a few years back called reverse mentoring, where every top official, including Adi himself, had taken a few fresh MBAs as mentors. The idea was that new ideas are best coming from 'fresh' grads.
I am involved in several mentorship programs. However, getting the commitment of the business owner is hard to be seen. In such cases, it will be a huge effort yielding little.
From United States, Daphne
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Dear Ms. Hina,
Recently, I was having long discussions with Mr. Dinesh about ATTITUDE and LEADERSHIP SKILLS, and I found that Mr. Dinesh tried his best to motivate and solve my various queries. We exchanged a lot of information as I have been training my employees and students on both modules for quite a long time, and I personally have seen the best results.
I respect Mr. Dinesh and treat him as my senior, besides being an ACTIVE CITEHR MEMBER. I strongly suggest you have discussions with Mr. Dinesh to conclude your requirement. I also suggest you give preference to CITEHR MEMBERS who have been participating ACTIVELY in solving my issues posted at CITEHR.
Good Luck.
With profound regards,
From India, Chennai
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Recently, I was having long discussions with Mr. Dinesh about ATTITUDE and LEADERSHIP SKILLS, and I found that Mr. Dinesh tried his best to motivate and solve my various queries. We exchanged a lot of information as I have been training my employees and students on both modules for quite a long time, and I personally have seen the best results.
I respect Mr. Dinesh and treat him as my senior, besides being an ACTIVE CITEHR MEMBER. I strongly suggest you have discussions with Mr. Dinesh to conclude your requirement. I also suggest you give preference to CITEHR MEMBERS who have been participating ACTIVELY in solving my issues posted at CITEHR.
Good Luck.
With profound regards,
From India, Chennai
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Hi Hina,
What is the objective of starting a mentorship program? What are the goals lined up for such a new initiative in your company? Why are you thinking of mentoring? Also, as suggested by Mr. Gurjar, Godrej's mentoring program is often talked about, but it totally depends on what your company wants to achieve from mentoring. I would need the answers to these questions then can help you with your queries.
Regards,
Archna
From India, Delhi
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What is the objective of starting a mentorship program? What are the goals lined up for such a new initiative in your company? Why are you thinking of mentoring? Also, as suggested by Mr. Gurjar, Godrej's mentoring program is often talked about, but it totally depends on what your company wants to achieve from mentoring. I would need the answers to these questions then can help you with your queries.
Regards,
Archna
From India, Delhi
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Hello Archna,
The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression.
Our emphasis is on our top performers who have the potential to excel in the company. We believe that these employees, if developed and guided properly, could prove to be an asset for the company not only in the present but in the future as well.
Hope I have clarified the purpose.
From Pakistan, Islamabad
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The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression.
Our emphasis is on our top performers who have the potential to excel in the company. We believe that these employees, if developed and guided properly, could prove to be an asset for the company not only in the present but in the future as well.
Hope I have clarified the purpose.
From Pakistan, Islamabad
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Dear Hina,
You have said that "The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression".
In addition to this, you need someone in the organization who interprets the philosophy of the organization. Managers are too busy in their day-to-day activities and they cannot do this job. Hence, it is the mentor who does this job. The mentor-mentee relationship is far more dynamic, and it is an informal relationship within the formal framework. The mentor is a guide, coach, motivator, counselor, etc. The mentor looks back at their own successes and failures and tells the mentee why they succeeded or failed. Mentors look back at others' successes and failures and explain to the mentee why they failed or succeeded.
Ask any senior professional, and you will find the person regretting for "not getting the right guidance at the right time". A mentoring program fixes this syndrome exactly.
Restricting the mentoring program to top performers only: This is your management's decision, and I am no one to challenge it. However, it is the "not so good" performers who need more mentoring than the "top performers". If the performance of the "above-average" employees is raised to the "best" level, will your company not benefit in return?
If you restrict the mentoring program only for the "top performers", it will lead to a situation in the Indian economy where the poor remain poor, but the rich have a vast chance of getting richer. Secondly, from the organizational culture point of view, it may lead to an "us and them" divide. How will you bridge this cultural divide?
Thanks,
Dinesh V Divekar
From India, Bangalore
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You have said that "The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression".
In addition to this, you need someone in the organization who interprets the philosophy of the organization. Managers are too busy in their day-to-day activities and they cannot do this job. Hence, it is the mentor who does this job. The mentor-mentee relationship is far more dynamic, and it is an informal relationship within the formal framework. The mentor is a guide, coach, motivator, counselor, etc. The mentor looks back at their own successes and failures and tells the mentee why they succeeded or failed. Mentors look back at others' successes and failures and explain to the mentee why they failed or succeeded.
Ask any senior professional, and you will find the person regretting for "not getting the right guidance at the right time". A mentoring program fixes this syndrome exactly.
Restricting the mentoring program to top performers only: This is your management's decision, and I am no one to challenge it. However, it is the "not so good" performers who need more mentoring than the "top performers". If the performance of the "above-average" employees is raised to the "best" level, will your company not benefit in return?
If you restrict the mentoring program only for the "top performers", it will lead to a situation in the Indian economy where the poor remain poor, but the rich have a vast chance of getting richer. Secondly, from the organizational culture point of view, it may lead to an "us and them" divide. How will you bridge this cultural divide?
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hi Hina,
What I understand is that you are using this to 'groom assets' or some kind of 'future leaders'. In other words, these are high performers and they get that extra push.
When I was in Indian Oil, there was a system of Blue-Eyed Boys... These people were high performers and were promoted early; they were also supported well in their development and learning.
I am not sure how effective such programs are because I have seen that people have different interests from mentors. I am seeing this in several situations as I have played mentor to several people. But I am sure there are good reasons to go about it.
Maybe we let Dinesh speak on the business benefits (in hard numerical terms... objectively measured and tested): 1. Any increase in productivity that could be attributable to this program? 2. Any reduction in attrition due to such programs? 3. Any reduction in losses and wastages (due to politicking or information issues) due to such programs? 4. Any other? Please specify.
It might make sense to gain from his experience of implementing these programs to get a concrete idea (in pure business terms) so that you can strategize your position and your objectives better. After all, your initiative is answerable to the business interest as well.
From United States, Daphne
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What I understand is that you are using this to 'groom assets' or some kind of 'future leaders'. In other words, these are high performers and they get that extra push.
When I was in Indian Oil, there was a system of Blue-Eyed Boys... These people were high performers and were promoted early; they were also supported well in their development and learning.
I am not sure how effective such programs are because I have seen that people have different interests from mentors. I am seeing this in several situations as I have played mentor to several people. But I am sure there are good reasons to go about it.
Maybe we let Dinesh speak on the business benefits (in hard numerical terms... objectively measured and tested): 1. Any increase in productivity that could be attributable to this program? 2. Any reduction in attrition due to such programs? 3. Any reduction in losses and wastages (due to politicking or information issues) due to such programs? 4. Any other? Please specify.
It might make sense to gain from his experience of implementing these programs to get a concrete idea (in pure business terms) so that you can strategize your position and your objectives better. After all, your initiative is answerable to the business interest as well.
From United States, Daphne
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Dinesh Divekar has given you sound advice. It's the top performers that should be used as mentors to not-so-good performers to enhance the effectiveness and efficiency of the organization. I suggest that you kindly read Steve Roesler's "Teaching Smart People Practical Ways to Become Extraordinary" at [All Things Workplace: Coaching/Mentoring](http://www.allthingsworkplace.com/coachingmentoring/). Found by searching the web at [Google Search](http://www.google.co.uk/#hl=en&xhr=t&q=mentoring+in+workpl aces&cp=22&pf=p&sclient=ps y&aq=f&aqi=&aql=&o q=mentoring+in+workplaces&pbx=1&fp =6df99d2472df77d5).
Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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