Hi Simhan,
Most research is carried out abroad. I was interested in knowing if there were studies in the Indian industry. Dinesh Divekar has worked on these initiatives; hence, I wanted to know what the Indian experiences have been. Some numbers from the Indian context would help me put it in perspective. Forgive my engineering background for that, sir. :-)
From United States, Daphne
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50Most research is carried out abroad. I was interested in knowing if there were studies in the Indian industry. Dinesh Divekar has worked on these initiatives; hence, I wanted to know what the Indian experiences have been. Some numbers from the Indian context would help me put it in perspective. Forgive my engineering background for that, sir. :-)
From United States, Daphne
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Thank you, everyone, for replying to my post! I want to clarify one thing: we are not in any way denying other employees the right to development. We are already holding detailed sessions with employees to provide them with feedback regarding their performance and how they can work to improve their performance by recommending solutions, including developmental support.
However, for these employees who are not only exhibiting high performance but also have the potential to assume more strategic roles in the future, we want to develop a special plan. This plan ensures that we would be able to keep these employees properly engaged, offer them exceptional developmental opportunities, and provide the guidance of experienced individuals to help them make informed decisions. I believe that a balance needs to be maintained, as it is not wise to lose your star performers only because of the fear that other employees might feel demotivated. I think the biggest challenge that all HR professionals have to face is rewarding and recognizing the top performers without demotivating the rest.
From Pakistan, Islamabad
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However, for these employees who are not only exhibiting high performance but also have the potential to assume more strategic roles in the future, we want to develop a special plan. This plan ensures that we would be able to keep these employees properly engaged, offer them exceptional developmental opportunities, and provide the guidance of experienced individuals to help them make informed decisions. I believe that a balance needs to be maintained, as it is not wise to lose your star performers only because of the fear that other employees might feel demotivated. I think the biggest challenge that all HR professionals have to face is rewarding and recognizing the top performers without demotivating the rest.
From Pakistan, Islamabad
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At the moment, my requirement relates to the development and rolling out of such a plan, as the strategic objectives have already been defined. I would appreciate it if someone could share their first-hand experience regarding the development and implementation of such a plan.
I have gone through many articles that provide general guidelines and discuss the causes of success and failure. However, I was hoping to get in touch with an HR expert who has delivered this plan and can provide me with a clear outline and answer my questions that were posted earlier.
From Pakistan, Islamabad
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I have gone through many articles that provide general guidelines and discuss the causes of success and failure. However, I was hoping to get in touch with an HR expert who has delivered this plan and can provide me with a clear outline and answer my questions that were posted earlier.
From Pakistan, Islamabad
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Dear Ms. Hina,
Synchronization is key for teamwork and solving many issues. I agree with Mr. Dinesh as I have learned something that I am implementing in my organization. I wish all HR professionals at senior levels could communicate effectively and share their company's employee-related issues to find the best solutions.
It is a fact that I am not only playing the role of a trainer but also extending my services as a behavior specialist, positive motivator, mentor, coach, psychologist, counselor. My job is:
1) To make every employee think positively on a top priority basis.
2) Equip them with various skills besides technical skills that every engineer, foreman, technician, and handyman possess.
3) Align employee KPA with organizational objectives/goals.
4) Eliminate misunderstandings between team members and team leaders at both vertical and horizontal levels.
5) Make them first understand systematic procedures and then follow to ease the complete process.
With the grace of the Almighty, I have a talent to make a fool behave, act, or work like a wise man. In our terminology, "inexperienced individuals can be trained, motivated, coached, and mentored to work and deliver their responsibilities like professionals." It is 101% possible.
My goal is to make a non-performer perform to the best of his knowledge, but how to make him gain the knowledge required to perform. Top performers will always perform as they are self-motivated go-getters. It is a fact.
There should be someone to motivate employees, and it is a regular/continuous process similar to training. Please remember that every employee has unique skills, talents, preferences, abilities, and capabilities. However, there are certain factors that demotivate them irrespective of their role and level in the organization.
I am not supporting Mr. Dinesh, but I respect the knowledge he shared with me. Many others have shared their knowledge in a similar manner. I support all those who want to deliver their best as they are the best, and we have to make them the best.
It is very difficult to gain something in this world but easy to lose everything. It takes a lot to prove an individual is capable of doing something, but it doesn't take much for a mentor, trainers to make them believe they are capable.
Let's not create indifference between a performer and non-performer. Let's not create a tag of performer and non-performer. As a trainer, mentor, coach, psychologist, positive motivator, behavior specialist, I strongly believe in positive thinking and making everybody feel positive. This is the solution for almost every problem on earth.
If everything is positive, then where do the problems come from?
Please try to bridge the gap; don't create it.
Forgive me if I was wrong.
With profound regards.
From India, Chennai
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Synchronization is key for teamwork and solving many issues. I agree with Mr. Dinesh as I have learned something that I am implementing in my organization. I wish all HR professionals at senior levels could communicate effectively and share their company's employee-related issues to find the best solutions.
It is a fact that I am not only playing the role of a trainer but also extending my services as a behavior specialist, positive motivator, mentor, coach, psychologist, counselor. My job is:
1) To make every employee think positively on a top priority basis.
2) Equip them with various skills besides technical skills that every engineer, foreman, technician, and handyman possess.
3) Align employee KPA with organizational objectives/goals.
4) Eliminate misunderstandings between team members and team leaders at both vertical and horizontal levels.
5) Make them first understand systematic procedures and then follow to ease the complete process.
With the grace of the Almighty, I have a talent to make a fool behave, act, or work like a wise man. In our terminology, "inexperienced individuals can be trained, motivated, coached, and mentored to work and deliver their responsibilities like professionals." It is 101% possible.
My goal is to make a non-performer perform to the best of his knowledge, but how to make him gain the knowledge required to perform. Top performers will always perform as they are self-motivated go-getters. It is a fact.
There should be someone to motivate employees, and it is a regular/continuous process similar to training. Please remember that every employee has unique skills, talents, preferences, abilities, and capabilities. However, there are certain factors that demotivate them irrespective of their role and level in the organization.
I am not supporting Mr. Dinesh, but I respect the knowledge he shared with me. Many others have shared their knowledge in a similar manner. I support all those who want to deliver their best as they are the best, and we have to make them the best.
It is very difficult to gain something in this world but easy to lose everything. It takes a lot to prove an individual is capable of doing something, but it doesn't take much for a mentor, trainers to make them believe they are capable.
Let's not create indifference between a performer and non-performer. Let's not create a tag of performer and non-performer. As a trainer, mentor, coach, psychologist, positive motivator, behavior specialist, I strongly believe in positive thinking and making everybody feel positive. This is the solution for almost every problem on earth.
If everything is positive, then where do the problems come from?
Please try to bridge the gap; don't create it.
Forgive me if I was wrong.
With profound regards.
From India, Chennai
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As you may have noticed, I have been away from the Indian scene for a long time. My engineering background is something you need not feel bad about. I, too, started off as an engineer. I transitioned from electrical engineering to Industrial Engineering, then to Management, and eventually to Academia.
Please see my brief profile at [link removed] (Search On Cite | Search On Google) in "About us". Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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Please see my brief profile at [link removed] (Search On Cite | Search On Google) in "About us". Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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I believe we have indulged in a debate regarding the target audience, which has been very insightful, but so far, my question still remains unanswered. Has anyone developed and implemented this plan? If so, could you please share with me the policy and the steps involved in implementing this plan?
From Pakistan, Islamabad
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From Pakistan, Islamabad
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Dear Hina,
I think your following question is likely to stay unanswered as it is too general.
"I would really appreciate if you could share with me some mentoring and coaching programs developed and implemented successfully for the top-performing employees."
Have you seen http://accaglobal.com? <link updated to site home> and Coaching high performers: Simply the best both found at Google
A study of these two makes me believe that we have to give more details about the scenario, as what holds good for a situation which has shortages of qualified people could be different from an area where there is no such shortage.
Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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I think your following question is likely to stay unanswered as it is too general.
"I would really appreciate if you could share with me some mentoring and coaching programs developed and implemented successfully for the top-performing employees."
Have you seen http://accaglobal.com? <link updated to site home> and Coaching high performers: Simply the best both found at Google
A study of these two makes me believe that we have to give more details about the scenario, as what holds good for a situation which has shortages of qualified people could be different from an area where there is no such shortage.
Have a nice day.
Simhan
A retired academic in the UK
From United Kingdom
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Hypothetically speaking, if I were to launch the program for the entire workforce and not limit it only to the high performers, then what would be the process flow? For example, if we take any HR activity, we define a process flow for it. In the case of PMS, first comes goal setting, then constant monitoring (informal), mid-year feedback, and then year-end appraisals. I am clear about why we are launching this and what benefits we aim to get from it, but I just need someone to answer the following questions:
Selecting a coach or mentor for existing employees? As both roles are different.
Could the line manager assume these roles? If not, then should the person selected be from the same function, or could he be from any function?
How do you initiate the process of selecting the mentors? Do you allow mentees to choose their mentors, or should the HR select the mentors on behalf of the mentees? And then ask the mentors for their willingness? What would be the sequence?
If this is to be done for all employees, irrespective of their performance level, then how do you arrange for a mentor for each employee, or would one mentor be assigned more than one mentee?
What kind of objectives are set for the mentees by the mentors? Are the goals only regarding development, or does this person help in the achievement of assigned targets as well?
What is the frequency of interactions? Preferably?
Period of mentoring?
From Pakistan, Islamabad
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Selecting a coach or mentor for existing employees? As both roles are different.
Could the line manager assume these roles? If not, then should the person selected be from the same function, or could he be from any function?
How do you initiate the process of selecting the mentors? Do you allow mentees to choose their mentors, or should the HR select the mentors on behalf of the mentees? And then ask the mentors for their willingness? What would be the sequence?
If this is to be done for all employees, irrespective of their performance level, then how do you arrange for a mentor for each employee, or would one mentor be assigned more than one mentee?
What kind of objectives are set for the mentees by the mentors? Are the goals only regarding development, or does this person help in the achievement of assigned targets as well?
What is the frequency of interactions? Preferably?
Period of mentoring?
From Pakistan, Islamabad
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Dear Ms. Hina,
At the outset, the TOTAL PROCESS should not be COMPLICATED as you did now.
To an extent, I was coached by Ms. Lyndel Hammond, Coaching Advisor, when I had opted for Jack Canfield Personal Coaching sessions. More or less is the screening process before someone decides to opt for getting coached by any mentor like JACK CANFIELD. Fortunately, I got answers for all my queries when Mr. JARED SHAVER, PROGRAM DIRECTOR, JACK CANFIELD PERSONAL COACHING had a telephonic discussion for 2 hours.
I was requested to provide my inputs to their queries listed below:
1. Where are you now in your personal, professional, and financial life?
2. In the next one to three years, what do you want your life to look like? In other words, what are your dreams and goals?
3. What obstacles or challenges would you have to overcome to accomplish your goals?
4. How would a coach help you to reach your goals?
5. Why do this now? Why not wait any longer?
6. Why are you a great candidate to work with a coach?
I am highlighting the mentoring points covered by JACK CANFIELD:
- Discover and define your Life Purpose statement
- Understand the power of the goal achievement process
- Learn how to ask for needed resources to accelerate your results
- Learn and implement the keys of effective planning
- Tap the liberating and energizing power of delegation
- Develop key habits for continuing success
- Establish a compelling vision of success in each of the seven key areas of life
- Begin taking action and receiving measurable results
- Rewire your brain by creating powerful personal affirmations
- Develop and refine your personal time management system
- Implement reflection and evaluation processes for continuous improvement
Regarding your queries:
1. ORGANISATIONS GOALS/OBJECTIVES should be aligned with KPA & KPI - as per HIERARCHY.
2. Certain things cannot be planned as we learn from our mistakes; as such, NONE IS PERFECT IN THIS WORLD...when we try to be PERFECTIONIST or practice the same, we lose PRECIOUS TIME.
3. LEARNING IS A CONTINUOUS PROCESS, and certain TRAINING PROGRAMS should be repeated at least TWICE based on their OUTPUT or POST-TRAINING ASSESSMENTS. EMAIL/TELECON FOLLOW-UPS/GUIDANCE can be done for a LIMITED PERIOD.
4. Allow SUPERIORS to play the ROLE OF MENTORS...MAYBE EXPERIENCED MANAGERS WHO BELIEVE IN TRUE MENTORING...TRANSPARENCY IS A MUST...THEY SHOULD LET MENTEES SPEAK OUT OR DISCUSS WHATEVER THEY WANT.
5. ONE-TO-ONE MENTORING PROCESS is very TEDIOUS...I suggest ONE MENTOR to handle a TEAM BUT AGAIN LIMIT IT TO 5.
Please understand that THE MENTORING PROCESS can also encourage your employees to START THEIR OWN BUSINESS SETUP, IF THEY DECIDE TO GO AHEAD FOR IT...THEY JUST NEED TO CLEAR THEIR ROADBLOCKS...THEN THEY ARE ON THEIR OWN...
You need to understand the objective of mentoring your PERFORMERS & TOP PERFORMERS...
Further, let's wait for distinguished members' suggestions to be posted...
With profound regards,
From India, Chennai
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At the outset, the TOTAL PROCESS should not be COMPLICATED as you did now.
To an extent, I was coached by Ms. Lyndel Hammond, Coaching Advisor, when I had opted for Jack Canfield Personal Coaching sessions. More or less is the screening process before someone decides to opt for getting coached by any mentor like JACK CANFIELD. Fortunately, I got answers for all my queries when Mr. JARED SHAVER, PROGRAM DIRECTOR, JACK CANFIELD PERSONAL COACHING had a telephonic discussion for 2 hours.
I was requested to provide my inputs to their queries listed below:
1. Where are you now in your personal, professional, and financial life?
2. In the next one to three years, what do you want your life to look like? In other words, what are your dreams and goals?
3. What obstacles or challenges would you have to overcome to accomplish your goals?
4. How would a coach help you to reach your goals?
5. Why do this now? Why not wait any longer?
6. Why are you a great candidate to work with a coach?
I am highlighting the mentoring points covered by JACK CANFIELD:
- Discover and define your Life Purpose statement
- Understand the power of the goal achievement process
- Learn how to ask for needed resources to accelerate your results
- Learn and implement the keys of effective planning
- Tap the liberating and energizing power of delegation
- Develop key habits for continuing success
- Establish a compelling vision of success in each of the seven key areas of life
- Begin taking action and receiving measurable results
- Rewire your brain by creating powerful personal affirmations
- Develop and refine your personal time management system
- Implement reflection and evaluation processes for continuous improvement
Regarding your queries:
1. ORGANISATIONS GOALS/OBJECTIVES should be aligned with KPA & KPI - as per HIERARCHY.
2. Certain things cannot be planned as we learn from our mistakes; as such, NONE IS PERFECT IN THIS WORLD...when we try to be PERFECTIONIST or practice the same, we lose PRECIOUS TIME.
3. LEARNING IS A CONTINUOUS PROCESS, and certain TRAINING PROGRAMS should be repeated at least TWICE based on their OUTPUT or POST-TRAINING ASSESSMENTS. EMAIL/TELECON FOLLOW-UPS/GUIDANCE can be done for a LIMITED PERIOD.
4. Allow SUPERIORS to play the ROLE OF MENTORS...MAYBE EXPERIENCED MANAGERS WHO BELIEVE IN TRUE MENTORING...TRANSPARENCY IS A MUST...THEY SHOULD LET MENTEES SPEAK OUT OR DISCUSS WHATEVER THEY WANT.
5. ONE-TO-ONE MENTORING PROCESS is very TEDIOUS...I suggest ONE MENTOR to handle a TEAM BUT AGAIN LIMIT IT TO 5.
Please understand that THE MENTORING PROCESS can also encourage your employees to START THEIR OWN BUSINESS SETUP, IF THEY DECIDE TO GO AHEAD FOR IT...THEY JUST NEED TO CLEAR THEIR ROADBLOCKS...THEN THEY ARE ON THEIR OWN...
You need to understand the objective of mentoring your PERFORMERS & TOP PERFORMERS...
Further, let's wait for distinguished members' suggestions to be posted...
With profound regards,
From India, Chennai
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Shaik,
She has been asking about launching a program for her company, and you have already started 'mentoring' her on that :-) I appreciate your proactiveness!
Hina,
Let me step back a little. I am clueless about where the problem is. Honestly speaking, I felt Hina was trying to replicate some existing model. Now I am really not clear about where the issue is. If you have a draft plan, Hina, and you have concerns in areas A, B, or C, please let us know. We will be glad to help. But please let us know what you are looking for by sending us a draft plan and the concerns...
Reg,
Nikhil
From United States, Daphne
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She has been asking about launching a program for her company, and you have already started 'mentoring' her on that :-) I appreciate your proactiveness!
Hina,
Let me step back a little. I am clueless about where the problem is. Honestly speaking, I felt Hina was trying to replicate some existing model. Now I am really not clear about where the issue is. If you have a draft plan, Hina, and you have concerns in areas A, B, or C, please let us know. We will be glad to help. But please let us know what you are looking for by sending us a draft plan and the concerns...
Reg,
Nikhil
From United States, Daphne
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