Proceso de mentoring

Páginas: 13 (3042 palabras) Publicado: 10 de marzo de 2011
Mentoring is traditionally defined as developmental assistance offered to a junior employee (Menteé) by someone more senior and experienced in the organization (Mentor). Its application and intention is to provide a tangible benefit to the organization.

Mentoring’s Impact on the Organization

Research reveals that mentoring programs may play a role in positively influencing organizationalcommitment, driving retention, and facilitating knowledge sharing across the organization.

Share and Retain Knowledge
Organizations may use mentoring to combat a leadership and skills gap. As a result of changing demographics and an increased technology mandate, organizations continue to use two-way mentoring (“older” and “younger” employees mentoring each other) to capture and share employeeknowledge.

Promote Diversity
Many organizations laud the use of mentoring relationships as a way to communicate and foster the organization’s commitment to diversity, while creating valuable relationships amongst employees. Company A’s mentoring program provides affinity groups the opportunity to interact in a group setting, while JPMorgan’s Connections! program encourages senior-level diversitysensitivity.

Create Continuity of Culture
In an increasingly competitive business environment, companies with a clear sense of vision, values, and strategy have a distinct competitive advantage. In addition, Council research shows that employees’ connection to organizational strategy positively impacts his/her level of discretionary effort. Mentors can be used to communicate a consistentmessage about the organization to those they mentor, which is particularly useful in dispersed corporate environments.

Creating a consistent culture through mentors
Bell Canada uses an online mentoring program to embed a consistent culture
across its dispersed organization.

Communicating organizational values to employees
Lockheed Martin provides self -help mentoring resources f or theentire employee population as well as K-12 outreach programs to illustrate its corporate commitment to learning.

Ensure Adequate Supply of Leadership Talent
Research reveals that mentoring positively influences an organization’s recruitment efforts and ability to create a deep leadership bench.
Company A maintains mentoring programs for high potential employees in three of its leadershipdevelopment programs to ensure that HIPOs understand development opportunities at the firm.

Mentor Role:

The role of the mentor includes coach, teacher, motivator, counselor, guide, advisor and role model.

• Advisor: Recommends career direction for mentee, identifies possible career obstacles and assists mentee in overcoming them. Points out opportunities for the mentee to develop anddemonstrate capabilities, as well as pointing out pitfalls to avoid. Advises the mentee on how to deal with current challenges.

• Ally: Provides candid feedback to the mentee about perceived strengths and developmental needs

• Broker: Assists mentee in establishing and increasing networking contacts

• Catalyst: Clarifies employer expectations. Passes along organizational information(structure, values, organizational dynamics)

• Communicator: Facilitates discussion, interaction, and exchange of information

• Motivator: Serves as a sounding board for ideas. Encorages and motivates the menteé.

Business coaching is not the same as mentoring. Mentoring involves a developmental relationship between a more experienced "mentor" and a less experienced partner, andtypically involves sharing of advice. A business coach can act as a mentor given that he or she has adequate expertise and experience. However, mentoring is not a form of business coaching. A good business coach need not have specific business expertise and experience in the same field as the person receiving the coaching in order to provide quality business coaching services. Business coaching...
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