Mentoring Presentation (Final)-1
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Transcript of Mentoring Presentation (Final)-1
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Competence Building
Commitment Building
Culture Building
Systems Building
BEL
Pillars of HR function
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HR VISION
“To enable our people to be a family of committed world class professionals making NPCIL a learning organization”
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Programme Schedule
SL.NO ACTIVITIES
1 PROFILE PREPARATION BY MENTORS & MENTEES
2 INTRODUCTION BY MENTORS AND MENTEES
TEA BREAK
3 LEADING EDGE TEST FOR MENTORS & MENTEES
4 MENTOR SCALE TEST
5 PRESENTATION ON MENTORING
LUNCH BREAK
6 PRESENTATION ON MENTORING (CONTINUED)
TEA BREAK
7 CASE STUDY - I
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SL.NO. ACTIVITIES
1 CASE STUDY - II
2 INTERPRETATION OF- i) LEADING EDGE TEST ii) MENTOR SCALE TEST
TEA BREAK
3 EXPEREINCES OF AN AWARD WINNING MENTOR
LUNCH BREAK
4 MENTOR SELECTION BY MENTEES
TEA BREAK
5 MENTOR & MENTEES ACTION PLAN PREPARATION
6 FEEDBACK FROM PARTICIPANTS
7 VIDEO ON MENTORING
8 VALEDICTORY SESSION
Programme Schedule
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MENTORING(ANKUR )
“MENTORING IS A FUNDAMENTAL FORM OF HUMAN DEVELOPMENT WHERE ONE PERSON INVESTS TIME , ENERGY AND PERSONAL KNOW - HOW
ASSISTING THE GROWTH AND ABILITY OF ANOTHER PERSON” – OXFORD DICTIONARY
WHAT IS MENTORING ?WHAT IS MENTORING ?
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MENTORING(ANKUR)
“MENTORING IS A PROCESS WHEREBY A SENIOR PERSON IN THE ORGANIZATION TAKES UNDER HIS
WINGS HIS JUNIOR COLLEAGUES AND OFFERS THEM ORGANIZATION’S CULTURE, VALUES, ETC ”
“MENTORING IS ESSENTIALLY A COLLABORATION, WHEREBY THE MENTOR WORKS WITH THE MENTEE TO
ENHANCE LEARNING AND ADDRESSES ISSUES AND CHALLENGES”
WHAT IS MENTORING ?WHAT IS MENTORING ?
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Four basic styles of helping
Excludes client
Telling manipulating
Problem ClientCentred_________________________ centred
Advising counselling Includes clinet
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Why counseling/Mentoring?
• The world of business and the world of work are changing.
• The Economy, market and organisations,work, relationships are changing.
• Mentoring/counseling is seen as a valuable tool in these processes which has benefits for all concerned.
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Research findings on Mentoring?
• Mentoring stood first in developing people in the organisations
• It has flexibility
• It is an off-line activity
• It does relate to work on the job
• It is individual
• It is people-centered
• It is a feedback system
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The mentoring wheel
Interpreteradvocate
counselorInterpersonalbase
Organization baseCoachLearningConsul-tent
Developmentbase
Process consultant
Context base(solvingProblems)
(develop Competence)
,
(best interestOf individual)
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6. Mentoring
• To create an environment of socialization in the organization
for new entrants i.e. Executive Trainees, E1(by
promotion/internal job notification/recruitment)
• E5-E6 EXECUTIVES BY SENIOR MANAGEMENT FOR COMIT
• To look after and care for the new entrants during the initial
years of career in and provide useful guidance.
• Mentors (senior executives) are identified by project HR in
consultation with GM for training and further attaching to the
mentees in a ratio of 1:2 or 1:3.
• Project HR would nurture and sustain mentor-mentee
relationship through continuous intervention during the first
year of the relationship.
• After one year, the mentors – mentees would sustain the
relationship themselves.
• The project HR would obtain annual informal feedback of the
sustained relationship
SYSTEM OF MENTORING in NTPC
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MENTORING MENTORING IN ACTIONIN ACTION…
GREAT MENTORS HELP PEOPLE TO
TAKE MORE CONTROL OF
THEIR LIVES AND FIND THEIR OWN
WAY TO FULFILLMENT
THROUGH ‘5 C’ MODEL
MENTORING(ANKUR)
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MENTORING(ANKUR )
BENEFITS OF MENTORINGBENEFITS OF MENTORING THE COMPANY
• Demonstrated commitment to employee’s growth and development
• Increased productivity• Improved understanding between
different functions of the organization• Reinforcement of diversity• Process to transfer leadership skills• Enhanced development of the
leadership pipeline•Retention of talent
MANAGER
•Motivated employees with higher morale
• Confirmation of your assessment of the employee’s potential
• Greater employee productivity through increased skills and knowledge
• A more efficient operation with reduced turnover
MENTEE•Development needs addressed• Increased understanding of the
company’s culture & organization• Learnt different cultural values• More clarity on life/career
purpose and choices• Increased likelihood of career
success through career guidance• Access to resources of Mentor• Higher performance /
productivity• Learnt skills not normally
acquired on the job• Developed new networks• Greater career satisfaction
MENTOR• Opportunity to stop and
reflect on the business• Opportunity to see the world
through different eyes• Being challenged on
perceived wisdom• Increased awareness of issues
at grassroots level• Broadening own network
• Improvement of leadership skills • Contact with “younger” generation
• Enhanced status & recognition • An enriched current job
Mentoring… a win-win for
everyone!
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HR STRATEGYHR STRATEGY
Competence Building
Competence Building
Commitment Building
Commitment Building
Culture BuildingCulture Building
System BuildingSystem Building
MENTORING
HR STRATEGY
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HR…a Strategic Partner
• Business Imperatives for 2017
– 56000 MW through • Diversified
generation Portfolios
• Backward & Forward integration in the energy Value chain
– Coal mining & Washeries
– Distribution & Trading
• Globalisation• Changing
ownership pattern• Sectoral &
Technology leadership
• Business Imperatives for 2017
– 56000 MW through • Diversified
generation Portfolios
• Backward & Forward integration in the energy Value chain
– Coal mining & Washeries
– Distribution & Trading
• Globalisation• Changing
ownership pattern• Sectoral &
Technology leadership
Competency Talent
Induction Talent building Right
Placement PMS Career
Development system
Leadership Development
Commitment Strong
compensation & Incentives
High welfare orientation
Social security measures
Rewards & Recognition
Culture Achievement
orientation Team Building Openness &
Trust Quality of life Value based
behaviours Participative
management Corporate
identity
System Flatter
Organisational Structure
IT enabled Systems
Agile Organisation
Organisation introspection & Renewal
• HR Imperatives• HR Imperatives
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MENTORING(ANKUR )
WHAT MENTORING IS NOT WHAT MENTORING IS NOT ??
• SPOON-FEEDING
• A GUARANTEE OF ADVANCEMENT
• AN UNLIMITED RESOURCE ON TAP
• A JOB LOCATING SERVICE
• A MEANS OF BYPASSING IMMEDIATE SUPERIORS
• A MECHANISM FOR PROVIDING FAVORITISM OR UNFAIR ADVANTAGE
• A WAY OF WORKING OUTSIDE THE SYSTEM
• A FIX FOR• SENIORITY/AGE DISPARITY
• GENDER DIFFERENCES
• PERSONALITY CLASHES
• DIFFERENT ‘WAVELENGTHS’
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MENTORING(ANKUR )
FAILURE TO ESTABLISH RAPPORT
COMMON
PITFALLS
FOR
MENTORING
RELATIONSHIPS
BREACHES OF CONFIDENTIALITY
UNDER OR OVER-MANAGEMENT
POOR OBJECTIVE SETTING
LACK OF TIME
PROBLEMS FROM OTHER PEOPLE
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MENTORING(ANKUR )
• MENTORS EXISTS ONLY FOR CAREER DEVELOPMENT.• YOU ONLY NEED ONE MENTOR.• MENTORING IS A ONE WAY PROCESS.• A MENTOR HAS TO BE OLDER THAN THE MENTEE• A MENTOR HAS TO BE OF THE SAME GENDER AND RACE.• MENTOR RELATIONSHIP JUST HAPPENS.• HIGHLY PROFILE PEOPLE MAKE THE BEST MENTORS.• ONCE A MENTOR ALWAYS A MENTOR.• MENTORING IS A COMPLICATED PROCESS.• MENTOR-MENTEE EXPECTATIONS ARE THE SAME FOR EVERYONE.• STRUCTURING OR FORMALIZING A MENTORING RELATIONSHIP WILL
TAKE THE MAGIC OUT OF IT• THE BEST MENTORS ARE SENIOR PEOPLE WITH SUPERIOR JOBS
SKILLS• MENTORING IS A SPECIAL, ENHANCE TYPE OF MANAGEMENT
COACHING• ANYONE CAN BENEFIT FROM BEING MENTORED
MENTORING MYTHS
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MENTORING(ANKUR)
• MENTORING SYSTEM WAS LAUNCHED IN NTPC WITH A VIEW TO GUIDE & DIRECT THE NEW ENTRANTS (EXECUTIVE TRAINEES) DURING THEIR VITAL AND FORMATIVE YEARS IN THE RGANISATION AND FOR SENIOR EXECUTIVES (E4 TO E6)
• THE MENTORING SYSTEM IS AIMED AT ENABLING THE NEW ENTRANTS ASSIILATE & ADAPT TO THE ORGANIZATION CULTURE
• THEMENTORS ARE SENIOR EXECUTIVES IN THE ORGANIZATION WHO ACT AS FRIEND, PILOSOPHER & GUIDE AND ALSO COUNSEL THE YOUNG EXECUTIVES ON A REGULAR BASIS
MENTORING SYSTEM IN NTPC (AN INTRODUCTION)
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MENTORING(ANKUR)
• To create an environment of socialization in the organization for new
entrants i.e. Executive Trainees
• To look after and care for the new entrants during the initial years of career
in NTPC and provide useful guidance.
• In each project, mentors are identified y project HR in consultation with GM
for training and further attaching to the mentees in a ration of 1:2 or 1:3.
• Project HR would nurture and sustain mentor-mentee relationship through
continous intervention during the first year of the relationship.
• After one year, the mentors – mentees would sustain the relationship
themselves.
• The project HR would obtain annual informal feedback of the sustained
relationship
SYSTEM OF MENTORING FOR EXECUTIVE TRAINEES
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MENTORING(ANKUR)
• NTPC IS A GROWING ORGANIZATION ADDING GENERATING CAPACITIES & ALSO
SETTING UP BUSINESSES IN THE NEW AREAS LIKE HYDRO, DISTRIBUTION, COAL
MINING, R&D, POWER TRADING, ETC . A LARGE NO. OF NEW EXECUTIVES ARE JOINING
THE ORGANIZATION LARGELY AT E1 TO E4 LEVEL. THESE PERSONS ARE ROM VARIED
BACKGROUND HAVING EXPERIENCE IN GOVT. & PRIVATE SECTORS.
• NTPC ALSO HAS A SYSTEM OF APPOINTING NON-EXECUTIVES TO THE LEVEL OF
EXECUTIVE THROUGH PROMOTION/INTERNAL JOB NOTIFICAION. WHEN THIS HAPPENS,
THEY EXERIENCE A CHANGE IN ROLE, RESPOSIILITY & LEVEL OF ACCOUNTABILITY IN
WORK. THE COMPETENCIES REQUIRED FOR EFFECTIVELY DISCHARGINTHE DUTIES AS
AN EXECUTIVE UNDERGO A SIGNIFICANT CHANGE
• IN ORDER TO INTEGRATE THE NEW EXECUTIVE OINEES TO THE CULTURE & VALUE
SYSTEM OF NTPC & INCULCATE SYSTEM THINKING IN THEM AND ALSO DO
HANDHOLDING FOR NON-EXECUTIVEP APPOINTED TO EXECUTIVE LEVEL, A SYSTEM OF
MENTORING IS CONSIDERED ESSENTIAL FOR THE ORGANIZATION
SYSTEM OF MENTORING FOR NEW EXECUTIVES
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MENTORING(ANKUR )
• TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY A NEWLY JOINED
EXECUTIVE IN THE COMPANY
• TO ENABLE THE NEWLY JOINED EXECUTIVES TO ASSIMILATE AND ADAPT TO THE
CULTURE & ENVIRONMENT OF THE ORGANIZATION
• TO PROVIDE A FRIEND, PHILOSOPHER & GUIDE FROM THE SAME FUNCTION AT A
SENIOR LEVEL WHO COULD INTEGRATE THE NEW JOINEES WITH THE SYSTEMS &
VALUES OF THE COMPANY
• TO LOOK AFTER THE NEW ENTRANS IN THEIR INITIAL YEARS IN THE ORGANIZATION
AND ALSO PROVIDE USEFUL GUIDANCE TO THEM TO ENABLE THEM TO CARVE OUT A
CAREER PATH FOR THEMSELVES
• TO ASSIMILATE THEM INTO NTPC SYSTEM AND PRACTICES QUICKLY IN ORDER TO
INTEGRATE THEM TO CONTRIBUTE EFFECTIVELY AND OPTIMALLY UTILIZE THEIR
POTENTIAL
• TO ENHANCE SELF CONFIDENCE IN THEM ANDMAKE THEM FEEL PROUD OF NTPC
OBJECTIVE OF MENTORING SYSTEM FOR NEW EXECUTIVE JOINEES (E1 – E4 level)
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MENTORING(ANKUR )
• TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY NON- EXECUTIVE
APPOINTED IN THE EXECUTIVE CADRE
• TO ENABLE THE NEWLY APPOINTED NON- EXECUTIVE IN THE EXECUTIVE
CADRE TO ASSIMILATE AND ADAPT TO THE CULTURE & ENVIRONMENT OF
EXECUTIVE FUNCTIONING
• TO PROVIDE AN EXECUTIVE COACH AT A SENIORLEVEL WHO WOULD GUIDE
& HANDHOLD THE NEWLY APPOINTED NON-EXECUTIVE AT EXECUTIVE LEVEL
E.R.T SYSTEMS, PROCESSES IN THE ORGANIZATION
• TO PROVIDE INSIGHT INTO THE EXECUTIVES’ ROLE & RESPONSIBILITIES IN
DRIVING PERFORMANCE CULTURE AND ORGANIZATIONAL EXCELLENCE
• TO ENHANCE SELF CONFIDENCE AND SELF ESTEEM OF THE NEW ENTRANT
IN THE EXECUTIVE LEVEL THROUGH COACHING AND GUIDANCE
OBJECTIVE OF MENTORING SYSTEM FOR NTPC NON-EXECUTIVES APPOINTED AT EXECUTIVE LEVEL
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Model for Leadership DevelopmentNine-Pillars Model
INFOSYS• 360-degree feedback
• Development Assignments
• Infosys culture workshop
• Development relationships
• Leadership skills training
• Feedback incentive programs
• System process learning
• community empathy and
• Action learning
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MENTORING FOR LEADERSHIP DEVELOPMENTSATYAM COMPUTERS
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Characteristics of Admired Leaders1
Characteristic
1993 U.S.Percentage ofPeople Selecting
1987 U.S.Percentage ofPeople Selecting
Honest 87 83
Forward-looking 71 62
Inspiring 68 58
Competent 58 67
Fair-minded 49 40
Supportive 46 32
Broad-minded 41 37
Intelligent 38 43
Straightforward 34 34
Courageous 33 27
Dependable 32 32
Cooperative 30 25
Imaginative 28 34
Caring 27 26
Mature 14 23
Determined 13 20
Ambitious 10 21
Loyal 10 21
Self-controlled 5 13
Independent 5 13
James M. Kouzes & Barry Z. Posner. 1993. Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.
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Distributed Actions Approach to Leadership
Leadership is any action that helps a group achieve its goals AND maintain cooperative relationships among members.
Task AND Maintenance
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SATYAM – Level 5 MENTORING FORLEADERSHIP
• Level 5 Level 5 Executive – Builds enduring greatness through a paradoxical combination of personal humility plus professional will
• Level 4 Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards
• Level 3 Competent Manager – Organizes people and resource toward the effective and efficient pursuit of predetermined objectives
• Level 2 Contributing Team Member• Level 1 Highly Capable Individual
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New Leadership Competencies
The Leader's Handbook/MENTORING
(DR RATHAN REDDY, 2007)
The ability to think in terms of systems and knowing how to lead systems.
2. The ability to understand the variability of work in planning and problem solving.
3. Understanding how we learn, develop, and improve; leading true learning and improvement.
4. Understanding people and why they behave as they do.
5. Understanding the interaction and interdependence between systems, variability, learning, and human behavior; knowing how each affects the others.
6. Giving vision, meaning, direction, and focus to the organization.
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Benefits
• Increased Motivation
• Reduced Stress & Conflicts
• Reduced Staff Turnover
• Cultural Harmony & Industrial Peace
• Enlarged & Positive Participation
• Reduced Absentism
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THANK YOU