ngurjar
50
Management Consulting, Management Development, Transformation, Project Management

Hi Simhan,
Most research is carried out abroad. I was interested in knowing if there were studies in the Indian industry?
Dinesh Divekar has worked on these initiatives, hence wanted to know what the Indian experiences have been.
Some numbers from the Indian context would help me put it in perspective... Forgive my engineering background for that sir. :-)

From United States, Daphne
Thank you everyone for replying to my post! I want to clarify one thing that we are not in any way denying other employees the right of development and we are already holding detailed sessions with employees to provide them with feedback regarding their performance and how they can work to improve their performance by recommending solutions including developmental support.

However, for these employees who are not only exhibiting high performance but also have the potential to assume more strategic roles in the future we want to do develop a special plan which ensures that we would be able to keep these employees properly engaged, offer them exceptional developmental opportunities and the guidance of experienced individuals to help them make informed decisions. And I believe that a balance needs to be maintained as it is not wise to lose your star performers only because of the fear that other employees might feel demotivated. I think the biggest challenge that all HR professionals have to face is rewarding and recognizing the top performers without demotivating the rest.

From Pakistan, Islamabad
At the moment, my requirement relates to the development and rolling out of such plan as the strategic objectives have already been defined. I would appreciate if someone could share their first-hand experience regarding the development and implementation of such a plan. I have gone through a million articles which provide the general guidelines and quote the success and failure causes. However, I was hoping to get in touch with an HR expert who has delivered this plan and can provide me with a clear outline and answer my questions posted earlier
From Pakistan, Islamabad
skhadir
287
STRATEGIC BUSINESS MANAGEMENT includes REVENUE GENERATION, GEN. MGMNT., HR OPERATIONS, T&D

Dear Ms. Hina,

SYNCHRONIZATION is a key for TEAM WORK and solving many issues as well. I do agree with Mr. Dinesh as i had learned something which i am implementing in my organisation. I wish if all those HR PROFESSIONALS at SENIOR LEVEL could communicate effectively and share their company's EMPLOYEE RELATED issues then you will find the best solution...

It is the fact i am not only playing the ROLE of a TRAINER but i am also extending my services as BEHAVIOUR SPECIALIST, POSITIVE MOTIVATOR, MENTOR, COACH, PSYCHOLOGIST, COUNSELOR ........as my job is

1) to make every employee THINK POSITIVE on top priority basis,

2) equip them with various skills besides TECHNICAL which every ENGINEER, FOREMAN, TECHNICIAN & HANDYMAN posses........

3) ALIGN EMPLOYEE KPA WITH ORGANISATION OBJECTIVES/GOALS

4) ELIMINATE MISUNDERSTANDING BETWEEN TEAM MEMBERS AND TEAM LEADER...Both at VERTICAL & HORIZONTAL LEVEL

5) Make them first UNDERSTAND - SYSTEMATIC PROCEDURES and then FOLLOW to EASE THE COMPLETE PROCESS

With the grace of ALMIGHT, I have a talent where i can make a FOOL behave or act or work like WISE MAN .........In our terminology "INEXPERIENCED CAN BE TRAINED/MOTIVATED/COACHED/MENTORED TO WORK & DELIVER HIS RESPONSIBILITIES LIKE A PROFESSIONAL"..........IT IS 101% POSSIBLE....

MY GOAL IS TO MAKE A NON PERFORMER TO PERFORM TO THE BEST OF HIS KNOWLEDGE(but how to make him gain knowledge required to perform)..........TOP PERFORMERS WILL ALWAYS PERFORM AS THEY ARE SEFL-MOTIVATORS, GO-GETTER.........IT IS THE FACT..

There should be some one to motivate employees and its a REGULAR/CONTINUOUS PROCESS similar to TRAINING. Please do remember that every employee has got unique skills, talents, preferences, abilities, capabilities........but at the same time there are certain facts that DE-MOTIVATE them irrespective of their ROLE & LEVEL(hierarchy) in their organisation...

I am not supporting Mr. Dinesh but i respect his KNOWLEDGE which he had shared with me. Many others had even share their knowledge in the manner i did as well...I SUPPORT ALL THOSE WHO WANT TO DELIVER THEIR BEST AS THEY ARE THE BEST AND WE HAVE TO MAKE THEM BEST......

ITS VERY DIFFICULT TO GAIN SOMETHING IN THIS WORLD BUT EASY TO LOOOSE EVERYTHING....IT TAKES A LOT TO PROVE AN INDIVIDUAL THAT HE IS CAPABLE OF DOING "XYZ THING" BUT IT DOESN'T TAKE MUCH FOR A MENTOR, TRAINERS TO MAKE THEM BELIEVE THAT HE IS CAPABLE OF DOING "XYZ THING"

LETS NOT CREATE INDIFFERENCE'S BETWEEN A PERFORMER AND NON PERFORMER........LETS NOT CREATE A TAG PERFORMER & NON PERFORMER.........AS A TRAINER, MENTOR, COACH, PSYCHOLOGIST, POSITIVE MOTIVATOR, BEHAVIOUR SPECIALIST I STRONGLY BELIEVE IN POSITIVE THINKING AND MAKING EVERYBODY FEEL POSITIVE ........THIS IS THE SOLUTION FOR ALL MOST EVERY PROBLEM ON EARTH............

IF EVERYTHING IS POSITIVE THEN ........FROM WHERE THE PROBLEMS ARE POPPING UP......

PLEASE TRY TO BRIDGE THE GAP.......DONT CREAT IT......

Forgive me if i was wrong...

With profound regards

From India, Chennai
nashbramhall
1606
Learning & Teaching Fellow (Retired)

As you will have noticed I have been away from the Indian scene for a long time.
Engineering background is something that you need not feel bad about. I too started off as an engineer (I transitioned from electrical engineering to Industrial Engineering to Management and then to Academia).
Please see my brief profile at <link outdated-removed> ( Search On Cite | Search On Google ) in "About us".
Have a nice day.
Simhan
A retired academic in the UK

From United Kingdom
I believe we have indulged in a debate regarding the target audience which has been very insightful but so far my question still remains unanswered. Has anyone developed and implemented this plan and if so please could you share with me the policy and the steps involved in implementing this plan?
From Pakistan, Islamabad
nashbramhall
1606
Learning & Teaching Fellow (Retired)

Dear Hina,
I think your following question is likely to stay unanswered as it is too general.
"I would really appreciate if you could share with me some mentoring and coaching programs developed and implemented successfully for the top performing employees."
Have you seen http://accaglobal.com <link updated to site home> ? and Coaching high performers: Simply the best both found at Google
A study of these two makes me believe that we have to give more details about the scenario, as what holds good for a situation which has shortages of qualified people could be different from an area where there is no such shortage.
Have a nice day.
Simhan
A retired academic in the UK

From United Kingdom
Hypothetically speaking..If I were to launch the program for the entire workforce and not limit it only to the high performers then what would be the process flow. For example if we take any HR activity, we define a process flow for it. In case of PMS, first come goal setting, then constant monitoring (Informal), mid-year feedback and then year end appraisals. I am clear about why we are launching this and what benefits we aim to get from it but i just need someone to answer the following questions:

Selecting a coach or mentor for existing employees?as both roles are different

Could the line manager assume these roles?If not, then should the person selected be from the same function or could he be from any function

How do you initiate the process of selecting the mentors? Do you allow mentees to choose their mentors or should the HR select the mentors on behalf of the mentees?And then ask the mentors for their willingness?What would be the sequence?

If this is to be done for all employees, irrespective of their performance level, then how do you arrange for a mentor for each employee or would one mentor be assigned more than one mentees?

What kind of objectives are set for the mentees by the mentors?are the goals only regarding the development or does this person help in achievement of assigned targets as well?

What is the frequency of interactions?Preferably?

Period of mentoring?

From Pakistan, Islamabad
skhadir
287
STRATEGIC BUSINESS MANAGEMENT includes REVENUE GENERATION, GEN. MGMNT., HR OPERATIONS, T&D

Dear Ms. Hina

At the outset the TOTAL PROCESS should not be COMPLICATED as you did now.

To an extent I was coached by Ms. Lyndel Hammond, Coaching Advisor, when i had opted for Jack Canfield Personal Coaching sessions. More or less is the screening process before some one decides to opt for getting coached by any mentor like JACK CANFIELD..Fortunately i got answers for all my queries when Mr. JARED SHAVER, PROGRAM DIRECTOR, JACK CANFIELD PERSONAL COACHING had telephonic discussion for 2 hours

I was request to provide my inputs to their queries listed below

1. Where are you now in your personal, professional and financial life?

2. In the next one to three years, what do you want your life to look like? In other words, what are your dreams and goals?

3. What obstacles or challenges would you have to overcome in order to accomplish your goals?

4 How would a coach help you to reach your goals?

5. Why do this now? Why not wait any longer?

6. Why are you a great candidate to work with a coach?

I am highlighting the mentoring points covered by JACK CANFIELD...
* Discover and define your Life Purpose statement
* Understand the power of the goal achievement process
* Learn how to ask for needed resources to accelerate your results
* Learn and implement the keys of effective planning
* Tap the liberating and energizing power of delegation
* Develop key habits for continuing success
* Establish a compelling vision of success in each of the seven key areas of life
* Begin taking action and receiving measurable results
* Rewire your brain by creating powerful personal affirmations
* Develop and refine your personal time management system
* Implement reflection and evaluation processes for continuous improvement

Regarding your queries....
1) ORGANISATIONS GOAL'S/OBJECTIVE should be with aligned with KPA & KPI - as per HIERARCHY.
2) Certain things cannot be planned as we learn from our mistakes as such NONE IS PERFECT IS IN THIS WORLD...when we try to be PERFECTIONIST or practice the same, we loose PRECIOUS TIME.
3) LEARNING IS A CONTINOUS PROCESS and certain TRAINING PROGRAMS should be repeated atleast TWICE based on its OUTPUT or POST TRAINING ASSESSMENTS, EMAIL/TELECON FOLLOW UPS/GUIDANCE can be done for a LIMITED PERIOD.
4) Allow SUPERIORS to play the ROLE OF MENTORS.....MAY BE EXPERIENCED MANAGERS WHO BELIEVES IN TRUE MENTORING......TRANSPARENCY IS MUST.....THEY SHOULD LET MENTEES TO SPEAK OUT OR WHATEVER THEY WANT TO DISCUSS..
5) ONE TO ONE - MENTORING PROCESS is very TEDIOUS ...I suggest ONE MENTOR to handle a TEAM BUT AGAIN LIMIT IT TO 5.

Please understand that MENTORING PROCESS can also make your employees to START THEIR OWN BUSINESS SETUP, IF THEY DECIDE TO GO AHEAD FOR IT...THEY JUST NEED TO CLEAR THEIR ROAD BLOCKS....THEN THEY ARE THEIR OWN..

You need to understand the objective of mentoring your PERFORMERS & TOP PERFORMERS ....

further lets wait for distinguished members suggestions to be posted..

with profound regards

From India, Chennai
ngurjar
50
Management Consulting, Management Development, Transformation, Project Management

Shaik,
She has been asking about launching a program for her company and you have already started 'mentoring' her on that :-) I appreciate your proactive-ness!
Hina,
Let me step back a little. I am clueless about where the problem is. Honestly speaking, I felt Hina was trying to replicate some existing model. Now I am really not clear about where the issue is. If you have a draft plan, Hina, and you have concerns in A,B or C areas, please let us know. We will be glad to help. But please let us know what you are looking for by sending us a draft plan and the concerns...
Reg,
Nikhil

From United States, Daphne

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