Dear Experts,
I am a member of the Learning & Development department in our organization. I have been tasked with preparing a career path for trainees recruited from premier B-schools. These trainees are hired every year in different categories such as Management, Executive, Sales, Commercial, and Graduate Engineer Trainees.
Kindly suggest various aspects to be considered in preparing a policy for their career path. I have already begun meeting with these trainees one-on-one to understand their career aspirations and interests.
Please advise on how I can progress further from this point.
Regards,
Himanshu
From India, Gurgaon
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1I am a member of the Learning & Development department in our organization. I have been tasked with preparing a career path for trainees recruited from premier B-schools. These trainees are hired every year in different categories such as Management, Executive, Sales, Commercial, and Graduate Engineer Trainees.
Kindly suggest various aspects to be considered in preparing a policy for their career path. I have already begun meeting with these trainees one-on-one to understand their career aspirations and interests.
Please advise on how I can progress further from this point.
Regards,
Himanshu
From India, Gurgaon
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Dear Himanshu,
Regarding the heading of your post, it seems that your primary focus is on retaining the trainees by preparing a career plan for them. While this is a good idea, it may not be sufficient.
A crucial part of the career plan involves assisting trainees in conducting a SWOT analysis. Additionally, to help them achieve their career objectives, it is essential to identify their training needs and provide appropriate training. However, even this may not be adequate.
Employee engagement plays a vital role in retention. I recall a case involving a prominent insurance company where despite implementing the aforementioned strategies for the management trainees recruited in 2005, 550 out of the 800 employees had left within a year due to a mismatch between the organization's and the trainees' expectations.
One significant HR intervention in this regard is initiating a formal mentoring program within the company. When executed earnestly, this can be a powerful tool. A mentor serves as a link between newly hired employees and the organization, helping to interpret the organization's philosophy.
Establishing a "Formal Mentoring Program" is a challenging task. Improper handling of it could potentially do more harm than good. I conduct training on "Formal Mentoring". If you wish to learn more about it, you can click here.
Thanks,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Regarding the heading of your post, it seems that your primary focus is on retaining the trainees by preparing a career plan for them. While this is a good idea, it may not be sufficient.
A crucial part of the career plan involves assisting trainees in conducting a SWOT analysis. Additionally, to help them achieve their career objectives, it is essential to identify their training needs and provide appropriate training. However, even this may not be adequate.
Employee engagement plays a vital role in retention. I recall a case involving a prominent insurance company where despite implementing the aforementioned strategies for the management trainees recruited in 2005, 550 out of the 800 employees had left within a year due to a mismatch between the organization's and the trainees' expectations.
One significant HR intervention in this regard is initiating a formal mentoring program within the company. When executed earnestly, this can be a powerful tool. A mentor serves as a link between newly hired employees and the organization, helping to interpret the organization's philosophy.
Establishing a "Formal Mentoring Program" is a challenging task. Improper handling of it could potentially do more harm than good. I conduct training on "Formal Mentoring". If you wish to learn more about it, you can click here.
Thanks,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Hi Himanshu Pant,
Thank you, Dinesh, for sharing your valuable input. I completely agree with your suggestions above, and they could be implemented in our organization. I need a few more suggestions on how to conduct a SWOT analysis. I would like to understand the process step by step. What could be a non-threatening way of conducting this exercise that provides relevant and fruitful output? Kindly suggest.
Regards,
Himanshu Pant
From India, Gurgaon
Acknowledge(0)Amend(0)
Thank you, Dinesh, for sharing your valuable input. I completely agree with your suggestions above, and they could be implemented in our organization. I need a few more suggestions on how to conduct a SWOT analysis. I would like to understand the process step by step. What could be a non-threatening way of conducting this exercise that provides relevant and fruitful output? Kindly suggest.
Regards,
Himanshu Pant
From India, Gurgaon
Acknowledge(0)Amend(0)
Dear Himanshu,
"Non-threatening" ways of conducting the SWOT analysis could be as follows:
a) One way is to train the mentors on SWOT analysis. During the mentoring of the mentees, mentors can assist the trainees with the SWOT analysis.
b) Secondly, conduct training on "SWOT Analysis" for the trainees. Afterwards, they can have the analysis reviewed by their colleagues or manager.
c) Lastly, instruct them to research the web, gather information on SWOT, and prepare the SWOT analysis. They can also seek input from immediate family members, neighbors, acquaintances, etc.
Out of the three options mentioned above, the most effective would be (a). Recently, I conducted a training program on "Formal Mentoring" for a well-known petrochemical company. In the upcoming weeks, I will be training the mentees as well. During this training, I will cover the topic of SWOT Analysis, which they will later have reviewed by their mentor.
Additionally, you can train the trainees on "Johari Window," another powerful tool for personality development. However, the faculty member conducting this training should be experienced; otherwise, it may have adverse effects.
Ok...
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
"Non-threatening" ways of conducting the SWOT analysis could be as follows:
a) One way is to train the mentors on SWOT analysis. During the mentoring of the mentees, mentors can assist the trainees with the SWOT analysis.
b) Secondly, conduct training on "SWOT Analysis" for the trainees. Afterwards, they can have the analysis reviewed by their colleagues or manager.
c) Lastly, instruct them to research the web, gather information on SWOT, and prepare the SWOT analysis. They can also seek input from immediate family members, neighbors, acquaintances, etc.
Out of the three options mentioned above, the most effective would be (a). Recently, I conducted a training program on "Formal Mentoring" for a well-known petrochemical company. In the upcoming weeks, I will be training the mentees as well. During this training, I will cover the topic of SWOT Analysis, which they will later have reviewed by their mentor.
Additionally, you can train the trainees on "Johari Window," another powerful tool for personality development. However, the faculty member conducting this training should be experienced; otherwise, it may have adverse effects.
Ok...
Dinesh V Divekar
From India, Bangalore
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SWOT analysis.doc
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