Mentoring A Modern Approach

Transcription

1 Mentoring A Modern Approach Connecting People Sharing Knowledge John W. Sherman, SPHR, SHRM-SCP, PCC November 2017

2 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

3 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

4 How Do You View Mentoring? Baby Boomer ( ) Generation X ( ) Millennial ( ) Work Hard Work for Personal Gain Work/Life Balance Multitasking Web Surfers Authority Participative Management Skeptical of Authority Anyone with Expertise Mentoring Mentoring = A Way to Get Ahead Mentoring = Collaboration Mentoring = Learning Connections

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6 Millennials & Mentoring 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% 89% of Millennials think it is important to be constantly learning at their job. Source: MTV Research, No Collar Workers, 2012.

7 What are Your Thoughts? If you had to choose, which do you think would have the best long-term impact? Why? A Pairs (one-to-one) Protégées and mentors Advancement focused Within functions Face-to-face, long term B Networked (many-to-many) Learners and advisors Insight focused Across functions Virtual, flexible terms

8 Definition of Modern Mentoring Month Month Traditional Fixed Face-to-face Long-term Modern Fluid Virtual Flexible-term Modern Mentoring = Collaborative Learning

9 Design of Modern Mentoring Month Month Purpose Participants Design Traditional Career Advancement Mentors are senior leaders and protégés are high-potentials Top-down and 3 rd party matched Modern Relational Learning Advisors and learners can be anyone in the organization Flat and self-directed

10 Do they have the knowledge I need? Reputation System Can I trust them? Expertise Collaboration Style Interests

11 Thoughts on Mentor Roles and Support Optional Lead Mentor Go to person or persons, life line o o o Selected based on Desire Knowledge Informal 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

12 Modern Mentoring Networks A Personal Mentoring Network Has These Attributes: SIZE 8 15 people, strong ties SHAPE Learners and advisors from across functions, locations, generations, etc. QUALITY Fluid, and dynamic, with people shifting in and out of the network and of the roles themselves as learning needs and knowledge strengths evolve.

13 Things to Consider Desire Not everyone wants to mentor or be mentored Method of communication Anything works! Relationship Mismatch can be nonproductive Multiple Mentors and SMEs Documentation evidence Are you connecting Learning connection Actual learning/behaviors applied Desired outcomes Are you growing from the relationship and connection

14 Potential Barriers to Success Executive support Frontline Leadership support Mentor or Mentee willingness Time Promoting mentoring Education process Control System - Documentation 14

15 Benefits of Modern Mentoring For the Learner 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 Current role and/or future career path development For the Advisor 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 For the Organization 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

16 How do I get started? Know this: It s happening informally Social media Text, Twitter, , Instagram etc YouTube Internet Key leadership support Small focus groups Identify learning resources Technology available 16

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18 River Software Example

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