Mentoring relationships, programmes, mentee/mentor skills, mentoring culture
Mentoring and coaching both support and are supported by a number of key business processes. In particular: Succession planning Mentoring, especially, assists employees in thinking about their careers and how to align their ambitions with those of the organisation. Senior managers also get to know the capabilities and aspirations of more junior colleagues and are (more…)
Read More Linking mentoring and coaching to business processes
The terms mentoring and coaching are frequently used interchangeably – or, from another perspective, confused with each other. The reason is that both are evolving disciplines, with common roots and multiple approaches. The term Mentor derives from the Odyssey, in which Athena, the goddess of wisdom, helps both King Odysseus and his young son, Telemachus (more…)
Many training providers offer mentoring as part of their portfolio. However, relatively few have significant experience in this specialist area. Experience shows that being able to facilitate training is only part of the value an effective provider can bring. Equally important is their ability to advise on the design and management of the mentoring programme, (more…)
Although overall spend on training and development has in many organisations been capped or declined during the recession, coaching and mentoring appear to have at least held their own and actually become a more critical part of the L&D offering. In part, this is because internally resourced coaching and mentoring are cheaper and proven to (more…)
Read More What every HR director should know about coaching and mentoring strategy
In a newly-merged multinational organization, there is typically an urgent need to ensure quality and consistency in talent development – even if the strategy is to continue to operate largely as separate entities within the same group. One of the key areas to examine, and one where it is possible to have a large impact...
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Read More Building a mentoring capability in a newly-merged multinational company
The design of effective coaching and mentoring programmes consists of seven key elements: The design, implementation and continual evaluation of programmes are all key stages. Not fully addressing any stage can impact on the overall effectiveness of the programme. Programme aims and purpose Programmes are developed in response a specific need....
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Read More Designing effective coaching and mentoring programmes
Difference can manifest itself in many ways, from sexual orientation to race and disability, but a common factor is that it is a contributor to inequality and stereotyping in the workplace. Diversity mentoring is a process of open dialogue that aims to achieve both individual and organisational change, through shared understanding and suspending judgement, within...
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At the level of international good practice, informal mentoring works best when it is an outcome of formal mentoring. People have a reasonable idea of what is expected of mentor and mentee and are able to avoid major pitfalls, such as dependency or abusive relationships. Among the benefits of informal relationships is that they tend (more…)
The immediate aftermath of a merger poses a number of major challenges. While many of these challenges relate to integration of systems and structures, the people challenges are often the most difficult and long lasting. In particular: Introducing a well-designed mentoring programme for top talent can make radical and positive difference to managing each of...
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Ethical mentoring is a fairly new term, but it’s likely to be one we are going to hear a lot more of. The concept comes from a recognition that unethical and illegal behaviour in organisations rarely happens because an individual or group of people set out to do wrong. Rather, it starts with small breaches...
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