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					Best Practices In Mentoring

 Attracting, Developing & Retaining
             Your Talent
                 Best Practices & Standards In Mentoring

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
                Mentoring Is…
• A strategic approach to developing an employee
   – 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.
        The Case For Mentoring
• Mentoring is one of the most effective tools in people
         – 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
       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
        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 company’s 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
  company’s commitment to professional development
  through mentoring
      The Case For Management
• In a survey it was found that 73% of organizations used
  mentoring, yet only 21% provided any guidance or
                                         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
                                        TrainingZone 12-Feb-04
     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.
           Best Practices & Standards
• 8 Core Standards identified in:
  – Design
  – Implementation
  – Matching
  – Training
  – Program Management
  – Program Evaluation
  – Quality Control
  – Role of the Mentoring Program Manager
  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
  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
    Coaching versus Mentoring
• Coaching
   – Something managers must do for all their staff, a required part of the
   – Takes place within the confines of the formal line manager-employee
   – 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 individual’s
   – Relationship is finite – ends as individuals move on to work in other
     jobs under other line managers.
    Coaching versus Mentoring
• Mentoring
  – Formal, the individual’s 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
  – Relationship crosses job boundaries.
  – Informally, managers may choose to do for specific, selected
       Why Formal Mentoring?
• Links competency development to strategic business

• Ensures that skills are developed

• Involves company’s experts in process

• Creates and promotes a learning and diverse culture
                 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”
     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
     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
  experiences…and the testing,…… and
  mentoring they received during this crucial
             Breaking Through, Thomas & Gabarro p.31
          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


                             (617) 789-4622
Best Practices In Mentoring

     Key Mentoring Pilot
               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.
                               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 Mentor’s 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.
            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
          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
  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
  Products, Materials & Support

• Program Manager’s Manual & Program
• Program Manager’s Resource & Guide
• Communication Styles in Mentoring Instrument. (Group &
• Supporting Forms and Documentation
• Certification
• Best Practice Review & Consultancy
• Mentoring Program Management & Support service
            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 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
          – 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.
      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.
  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.

                              Tel: 617 789 4622


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