“mentoring” a modern approach€¦ · millennials & mentoring source: mtv research, “no...
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“Mentoring” A Modern Approach “Connecting People – Sharing Knowledge”
John W. Sherman, SPHR, SHRM-SCP, PCC
November 2017
Think about Your Fleet Maintenance Workplace?
Turnover in and out of
industry?
Expectations high,
performance low?
Over & under qualified
Techs?
Pay is premium for skills
needed?
Need for leadership and
communication skills?
Traditional management
styles?
Tribal Knowledge?
Little freedom?
Growth or advancement?
Learning opportunity
limited?
Technology access
limited? (time or availability)
Production vs perfection
driven?
2
Mentoring Objectives Should
• Support strategic vision,
goals, and core values
• Connecting People – Sharing
Knowledge
• Provide leadership growth
and development
― Career Path and Bench
• Provide resources for Mentor
and Mentee
• Document and measure
progress
3
How Do You View Mentoring?
Hard Work for
Personal Gain
Participative
Management
Mentoring =
A Way to Get Ahead
Baby Boomer(1946-1964)
Work/Life Balance
Skeptical of Authority
Mentoring =
Collaboration
Generation X(1965-1980)
Multitasking
Web Surfers
Anyone with Expertise
Mentoring =
Learning Connections
Millennial(1981-2000)
Work
Authority
Mentoring
Millennials & Mentoring
Source: MTV Research, “No Collar Workers,” 2012.
75%
3 out of 4
Millennials would like to have
a mentor.Two-thirds of Millennials think they should be mentoring older
co-workers on technology.
89% of Millennials think it is important to be constantly learning at their job.
89%
If you had to choose, which do you think would
have the best long-term impact? Why?
A B
• Pairs (one-to-one)
• Protégées and mentors
• Advancement focused
• Within functions
• Face-to-face, long term
• Networked (many-to-many)
• Learners and advisors
• Insight focused
• Across functions
• Virtual, flexible terms
What are Your Thoughts?
Month
Month
Definition of Modern Mentoring
Traditional Modern
Modern Mentoring = Collaborative Learning
Fixed FluidFace-to-face VirtualLong-term Flexible-term
Month
Month
Design of Modern Mentoring
Traditional
Career Advancement Relational LearningPurpose
Mentors are senior leaders and protégés are high-potentials
Advisors and learners can be anyone in the organization
Participants
Top-down and 3rd party matched Flat and self-directedDesign
Modern
Reputation System
Expertise
Collaboration Style
Interests
Can I trust
them?
Do they
have the
knowledge
I need?
Thoughts on Mentor Roles and Support
• Optional Lead Mentor – Go to
person or persons, “life line”
o Selected based on
Desire
Knowledge
o Informal
o Accountable for process and
progress
• Mentors
o Desire
o Relationship
o Subject matter expert
o Proven performer
o Connected
o Supported with “time” and “resources”11
Modern Mentoring Networks
SIZE
Learners and advisors from
across functions, locations,
generations, etc.
8 – 15 people, strong ties
SHAPE
QUALITYFluid, and dynamic, with people shifting in
and out of the network and of the roles
themselves as learning needs and
knowledge strengths evolve.
A Personal Mentoring Network Has These Attributes:
Things to Consider
• Method of
communication
― Anything works!
• Documentation
evidence
― Are you connecting
• Desired outcomes
― Are you growing
from the relationship
and connection
• Learning connection
― Actual
learning/behaviors
applied
• Relationship
― Mismatch can be non-
productive
― Multiple Mentors and
SMEs
• Desire
― Not everyone
wants to mentor or
be mentored
Potential Barriers to Success
• Executive support
• Frontline Leadership support
• Mentor or Mentee willingness
• Time
• Promoting mentoring
• Education process
• Control System -
Documentation
14
For the OrganizationFor the Advisor
Current role and/or future career path
development
For the Learner
Benefits of Modern Mentoring
Accelerates career development
Enhances professional network
Increases perspective and knowledge of different functions
Highlights career paths
Provides access to independent, objective perspectives
Provides access to subject matter experts
Drives self-awareness
Increases the ability to coach and develop others
Provides opportunity to share functional expertise
Increases networking opportunities and expands sphere of influence
Personal fulfillment from investing in others
Expanded influence and informal
leadership opportunities
Builds bench strength
Enables learning organization
Drives employee engagement and motivation
Increases awareness of talent throughout the organization
Builds deep expertise across the organization that gathers impactful business intelligence
Increased talent development and
organization capacity
How do I get started?
• Know this: It’s
happening informally
• Social media – Text, Twitter,
Email, Instagram etc
• YouTube
• Internet
• Key leadership support
• Small focus groups
• Identify learning
resources
• Technology available
16
28 November 201717
River Software Example
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