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KNOWLEDGE HARVEST - PART 3
ASTD Conference - Washington DC :: 23 - 27 May 2004

Part III - Developing a sustainable mentorship system & Best mentoring practices

The business case for mentoring
The new context for mentoring
  • Management and leadership development
    		•
    • Depletion in ranks of sn management
  • Knowledge management
    		•
    • Rapid knowledge obsolescence
  • Retention
    		•
    • Part of competitive advantage
  • Career development for top performers
    		•
    • Maximize your talent
  • Diversity management
    		•
    • Increased workforce diversity
  • Succession planning
    		•
    • Developing talent from within

    New rules for mentoring

    Old rule
    New rule
  • Let it be: mentoring happens naturally
    		•
    • Provide some structure to ensure that it happens more often -better personal and organizational results
  • Mentors and protégés should have a lot in common
    		•
    • The best matches can be mismatches
  • Mentors pick their protégé's
    		•
    • Protégé's select their mentors and a matching process is recommended
  • Your a mentor or protégé
    		•
    • Everyone needs mentors
  • A mentor is there for the long haul
    		•
    • Expect shorter duration mentor relationships
  • Look for your mentor high up in the food chain
    		•
    • A good mentors is anyone that you are prepared to learn from, respect and trust
  • Mentoring is one-on-one
    		•
    • Consider innovative approaches like group mentoring
  • Knowledge is one way traffic to the protégé
    		•
    • Knowledge sharing and learning is encouraged as a two way street

    When good programmes go bad - 7 key reasons why it fails

    • 1. Failure to make a strong business case -why do we do this?
    • 2. Weak organizational commitment to develop people
    • 3. Failure to communicate intentions, goals, processes and procedures
    • 4. Poor timing
    • 5. No "leadership" in the partnership
    • 6. Impatience for results
    • 7. Lack of follow through

    5 phase process that is recommended to develop a mentoring system

    • 1. Needs assessment
    • 2. System design
      - Selection
      - Training
      - Matching
      - Contracting

    • 3. Pilot
      - Communication, Marketing and Coalition building
      - Mentoring
      - Monitor support

    • 4. Implement

    • 5. Measure and modify

    Some new best practices -Could this work for you???

    • Third party consultants assisting with selection of mentors
    • Active involvement and support from HR -"Toys are us"- Case study
    • Creating development plans for top performers
    • Protégé recommendations of their mentors for future relationships
    • The Balanced Scorecard for measuring your mentoring system
    • Incentives for mentors
    • Post formal mentoring assessment -Measuring real value add

    Some final thoughts for HR -coordinators

    • Position yourself as a strategic partner -articulate clearly how you can contribute to key initiatives -know the business and the industry
    • Focus on commitment -Make sure you have full support form the champion
    • Work the halls!
    • Understand your clients definition of success
    • Make sure there is continuous measurement and evaluation of progress/success
    • Read what your client reads - make sure they read what you read!
    • Challenge yourself to think differently

    Acknowledgement to
    Toys R us Inc
    Linkage Inc
    ITD Design
    Booz Allen Hamilton

    [back to Articles]



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