Attracting, Developing & Retaining Your Talent

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Best Practices In Mentoring

• Attracting, Developing Retaining Your Talent

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Best Practices Standards In Mentoring Programs

• Management Mentors implements mentoring programs
  in organizations that want to establish a more
  connected work environment for their people.
• Mentoring is a much sought after method of
  development. It gives access to skills,
  knowledge, experience and insight that other
  initiatives are unable to do.
• The classic outcomes that mentoring programs make
  possible are
• increased staff retention
• greater advancement of minority and female staff
• increased productivity in all areas.
• The following presentation explains more about
  mentoring and Management Mentors philosophy.
• For more information contact Management Mentors
  in the at 617-789-4622

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Mentoring Is

• A strategic approach to developing an employee
  (mentoree).
• Pairs him/her with a more experienced employee
  (mentor) who will teach, coach, counsel and
  encourage.
• A flexible concept that should reflect the unique
  culture objectives of your organization.
• For this reason no two mentoring programs are the
  same and off-the-shelf programs are not as
  effective.

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The Case For Mentoring

• Mentoring is one of the most effective tools in
  people development.
• A study of the top 200 Executives in 50 large US
  companies McKinsey 2000
• Mentoring is one of the top two most powerful
  leadership development tools used in
  organisations.
• A study by the Institute of Management involving
  1,500 UK managers.

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The Case For Mentoring

• Seventy-one percent (71) of Fortune 500 and
  private companies use mentoring in their
  organization.
• Business Finance Magazine, 2000
• Seventy-seven percent (77) of U.S. companies
  surveyed in 2000 said mentoring improved both
  retention and performance of employees.
• Business Finance Magazine, 2000

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The Case For Mentoring

• Some HR programs, such as bonus payments and
  performance related pay or Mentoring programs are
  strongly linked to growth in earnings and so
  contribute directly to a companys stock returns
• A Measure of Success
• People Management 2-May-02
• A mentoring initiative can not only lead to
  higher retention but also attract new talent by
  demonstrating a companys commitment to
  professional development through mentoring

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The Case For Management Mentors

• In a survey it was found that 73 of
  organizations used mentoring, yet only 21
  provided any guidance or training.
• TrainingZone 12-Feb04
• A good .mentor can make a massive difference
  to individual and organisational performance. But
  a bad one can be an UNGUIDED MISSILE and do
  considerable damage
• TrainingZone 12-Feb-04

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The Leader In Mentoring
Since 1989, Management Mentors has lead the
market in the research, development and
implementation of mentoring programs. Through
this ongoing work in the education and excellence
of Mentoring Programs we have established best
practices and standards that provides the
foundation for the greatest success.
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Best Practices Standards

• 8 Core Standards identified in
• Design
• Implementation
• Matching
• Training
• Program Management
• Program Evaluation
• Quality Control
• Role of the Mentoring Program Manager

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Formal Informal Mentoring

• Informal Mentoring
• Goals unspecified
• Outcomes unknown
• Access limited may exclude employees
• Mentorees/Mentors self-select
• Mentoring lasts a long time
• No training/support
• Organization benefits indirectly

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Formal Informal Mentoring

• Formal Mentoring
• Goals established
• Outcomes measured
• Access open to all who qualify
• Mentorees/Mentors matched
• Training and support provided
• Mentoring time limited (9-12 months.)
• Organization benefits directly

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Coaching versus Mentoring

• Coaching
• Something managers must do for all their staff, a
  required part of the job
• Takes place within the confines of the formal
  line manager-employee relationship
• Is job and performance focused - focuses on
  developing the individual within their current
  job.
• Interest is functional arises out of the need
  to ensure that the individual can perform the
  tasks required of the job to the best of their
  ability.
• Relationship tends to be initiated and driven by
  the individuals manager.
• Relationship is finite ends as individuals move
  on to work in other jobs under other line
  managers.

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Coaching versus Mentoring

• Mentoring
• Formal, the individuals manager is not the
  mentor
• Takes place outside the line manager
  relationship.
• Is focused on professional development that may
  be outside of the mentorees area of work.
• Interest of the mentor is personal in that the
  focus is on the mentoree to provide support both
  professionally and personally.
• Relationship may be initiated by mentor and/or
  matched by organization.
• Relationship crosses job boundaries.
• Informally, managers may choose to do for
  specific, selected employees.

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Why Formal Mentoring?

• Links competency development to strategic
  business needs
• Ensures that skills are developed
• Involves companys experts in process
• Creates and promotes a learning and diverse
  culture

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Mentoring and Strategic Business Objectives

• Effective mentoring is directly tied to your
  strategic and business objectives. Examples of
  how our clients have linked their programs with
  their objectives include
• Executive/career/professional development
• High potentials
• Succession planning
• Attract and retain talent
• Support diversity goals for
• Recruitment
• Retention
• Visibility and overcoming glass ceiling

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Key Issues In Mentoring and Diversity

• Supporting diversity initiatives is one of the
  common ways Management Mentors has helped
  companies succeed. If you are considering a
  mentoring program as part of your diversity
  commitment, consider the following
• Commitment. Mentoring should not be window
  dressing for the company. Be sure you can
  commit at the highest levels.
• Inclusiveness. The program must include a
  diverse group of mentors and mentorees.
• Diversity in program. Include diversity
  components in design, training and support.
• Consider appropriate use of Mentoring Models

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The Case For Mentoring Diversity

• ..minority executives in our study developed
  three fundamental personal resources that were
  critical to their later success competence,
  credibility, and confidence. These resources
  were acquired as a result of work experiencesand
  the testing, and mentoring they received during
  this crucial period.
• Breaking Through, Thomas Gabarro p.31

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Our Best Practices Approach

• The following slides contain an overview only.
• For a detailed explanation of our approach to
  Mentoring Program Design, Training, Support and
  Evaluation contact us to arrange a free
  consultation
• www.management-mentors.com
• rpetrin_at_management-mentors.com
• [phone]

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Best Practices In Mentoring
Key Mentoring Pilot Elements
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Mentoring Pilot
Management Mentors Pilot Program (MMentPilot)
allows companies to try mentoring in the
organization, understand the process, and measure
results before rolling it out to a larger
audience. The following slides provide
highlights of how this program is put together
and implemented in your organization. For a more
detailed discussion of how mentoring would work
in your environment, please contact us directly.
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Key Players

• For the pilot program (and for successful
  implementation beyond the pilot) there are key
  resources required.
• A Champion from Senior Management
• Successful mentoring starts with support from the
  top
• Mentoring Program Manager
• This individual is the internal project manager.
  They oversee the mentoring team, manage the
  pairing, and keep the Senior Management team
  apprised of the programs progress.
• Mentoring Design/Implementation Team
• This group of people, overseen by the Program
  Manager, work with Management Mentors to focus
  the program on your organizations specific goals
  and culture
• Management Mentors Consultant
• Our expertise and extensive experience make the
  difference between a successful program with a
  long life and results versus one that is a drain
  on company resources.

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Key Components of a Successful Pilot

• Design
• Committed Design Task Force
• Effective Program Manager
• Clear Program Purpose
• Well Defined Goals
• Established Guidelines
• Use of the Appropriate Mentoring Model
• Implementation
• Committed Implementation Task Force
• Internal Marketing
• A Well Defined, Prove Application, Selection,
  Interviewing and Matching Process

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Key Steps In Creating A Successful Pilot

• Training Phase
• Conduct training for Mentors, Mentorees, Mentoree
  Line Managers and Program Managers
• Maintenance Phase
• Program Manager
• On-Going Training
• Meetings and Support
• Completion
• Relationship Completion Modules
• Evaluation Process
• Measuring Results
• Weave key learning's into program changes and
  expansion

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Products, Materials Support

• Management Mentors is committed to your success.
  We offer one of the most comprehensive programs
  in the market with a full set of training and
  support materials that begin with designing the
  program and carry you through implementation,
  maintenance, and even tips and advice in the
  years beyond.
• Training in Mentoring Relationships Manual and
  Program
• Group Mentoring Manual and Program
• Finding Your Own Mentor Manual and Program
• Mentoring Facilitation Manual and Program
• Executive Mentoring Manual and Program

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Products, Materials Support (contd)

• Program Managers Manual Program
• Program Managers Resource Guide
• Communication Styles in Mentoring Instrument.
  (Group Individual)
• Supporting Forms and Documentation
• Certification
• Best Practice Review Consultancy
• Mentoring Program Management Support service

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Technology Options

• Management Mentors supports clients in a variety
  of ways. Besides our comprehensive materials and
  documentation we also offer to on-line tools that
  can help you achieve best in class mentoring.
• Online Mentoring Management System
• MentoringComplete.com
• MentoringComplete allows you to keep all your
  mentor and mentoree profiles on-line, sets
  criteria to support the matching process reducing
  your time and effort, and contains ongoing
  reports and evaluations for each mentoring pair.
  For more information on this solution, visit
  www.mentoringcomplete.com
• Mentor-Quest.com
• Finding a mentor just got a lot easier. This
  innovative approach to seeking a mentor can be
  bought online on a retail version or can be
  incorporated into our MentoringComplete system.

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Technology Options

• Online Mentoring Training Program
• Our E-Learning solution to training
• If you want to reduce your training costs, this
  online course for both mentors and mentorees will
  introduce them to key concepts and provide tools
  on how best to create and maintaining an
  effective mentoring relationship.
• If someone in your organization needs a refresher
  on mentoring, this is the tool to use.

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Your Next Step In Creating A Successful Mentoring
Program
Contact Management Mentors Today! The
application of our acclaimed Best Practice
Process and Standards will include recommended
timeframes, supporting materials and
documentation, appropriate use of Mentoring
Models along with our experience of pitfalls to
avoid, success factors to include and our
expertise on Diversity within Mentoring. rpetrin_at_
management-mentors.com Tel [phone]
www.management-mentors.com