Dinesh Divekar
Business Mentor, Consultant And Trainer
Skhadir
Strategic Business Management Includes Revenue
Archnahr
Consultant, Writer And Trainer
Ngurjar
Management Consulting, Management Development,
Nashbramhall
Learning & Teaching Fellow (retired)
+1 Other

Thread Started by #hina.kq

Dear All,
I would really appreciate if you could share with me some mentoring and coaching programs developed and implemented successfully for the top performing employees.
I have found some useful material but that only covers the benefits and general information about assigning mentors to new hires, whereas, I am looking for some clear guidelines, formats and specific details for mentoring of existing high performers.
I would appreciate an early response.
Best Regards
18th March 2011 From Pakistan, Islamabad
Dear Hina,
I have given several comments earlier on mentoring. Click the following two of them:
http://citehr.com#post1267775
https://www.citehr.com/315074-mentor...ml#post1430450
You can give me the assignment. I will do everything for you.
By the way, mentoring is not just for high performers. Mentoring is for everybody. Objective of mentoring is to improve bonding or attachment with the organisation. Mentoring reduces attrition. Average plus performer can become high performer is you mentor him/her properly. On the contrary, if you leave out this group and concentrate only on high performers it will foster attrition. In such scenario, will you be able to calculate cost of attrition?
Thanks,
Dinesh V Divekar


[I][COLOR=#0000BF][COLOR=#FF0000]
18th March 2011 From India, Bangalore
DEar Ms. Hina
I suggest you to avail services of Mr. Dinesh to meet your requirements. Experienced TRAINERS can do their BEST as they know "what should be done"
Kindly do consider my adivce..
With profound regards
18th March 2011 From India, Chennai
Hi Hina,
I would suggest you talk to someone at Godrej. They had an interesting model a few years back called reverse mentoring... Where every top official including Adi himself had taken a few fresh MBAs as mentors... The idea, new ideas are best coming from 'fresh' grads.
I am involved in several mentorship programs. However, getting the commitment of the business owner is hard to be seen. And in such cases, it will be a huge effort yielding little.
21st March 2011 From United States, Daphne
Dear Ms.Hina,
Recently i was having long discussions with Mr. Dinesh about ATTITUDE and LEADERSHIP SKILLS and i fould that Mr. Dinesh tried his best to motivate and solve my various queries where we exchanged a lot of information as i had been training my employees and students on both modules for a quite a long time and i personally had seen best results.
I respect Mr. Dinesh and treat him as my senior besides being an ACTIVE CITEHR MEMBER. I strongly suggest you to have discussions with Mr. Dinesh to conclude on your requirement. I also suggest you to give preference to CITEHR MEMBERS who had been participating ACTIVELY in solving my issues posted at CITEHR.
Good Luck
With profound regards
21st March 2011 From India, Chennai
Hi Hina,
What is the objective of starting a mentor ship program?
What are the goals lined up for such a new initiative in your company?
Why are you thinking of mentoring?
Also, as Suggested by Mr. Gurjar, Godrej's mentoring program is often talked about but it totally depeds upon what your company wants to achieve from Mentoring.
I would be needing the answers to these questions then can help you with your queries.
Regards,
Archna
21st March 2011 From India, Delhi
Hello Archna,
The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression.
Our emphasis is on our top performers who have the potential to excel in the company. We believe that these employees if developed and guided properly could prove to be an asset for the company npt only in the present but in the future as well
Hope I have clarified the purpose
21st March 2011 From Pakistan, Islamabad
Dear Hina,

You have said that "The objective of launching a mentoring program is to provide our employees with a source of additional support for their personal development and also for aligning their efforts with the organizational objectives. We believe that this would not only help the company in retaining these employees as it would lead to development and progression of employees which in turn would lead to company progression".

In addition to this you need someone in the organisation who interprets philosophy of the organisation. Managers are too busy in their day to day activities and they cannot do this job. Hence, it is mentor who does this job. Mentor-mentee relationship is far more dynamic and it is informal relationship in the formal framework. Mentor is a guide, coach, motivator, counsellor etc. Mentor looks back to his own success and failures and tells the mentee what did I succeed or why did I fail. Mentors looks back to other's successes and failures and tells to mentee why they failed or succeeded.

Ask any senior professional and you will find the person regretting for "not getting the right guidance at the right time". Mentoring programme fixes this syndrome exactly.

Restricting Mentoring programme to top performers only: - This is your management's decision and I am no one to challenge it but then it is "not so good" performers who need more mentoring than the "top performers". If performance of the "above average" employees is raised to the "best" level, will your company not get benefited by the way?

If you restrict the mentoring programme only for the "top performers" it will lead to a situation of Indian economy wherein poor remain poor but rich have vast chance of getting richer. Secondly, from the organisation culture point of view it may lead to "us and them" divide. So how will you bridge this cultural divide?

Thanks,

Dinesh V Divekar
22nd March 2011 From India, Bangalore
Hina,

What I understand is that you are using this to 'groom assets' or some kind of 'future leaders'. In other words, these are high performers and they get that extra push.

When I was in Indian Oil, there was a system of Blue-Eyed Boys... These people were high performers and were promoted early, they were also supported well in their development and learning.

I am not sure how effective such programs are, because I have seen that people have different interests from mentors. I am seeing this in several situations as I have played mentor to several people. But I am sure there are good reasons to go about it.

Maybe we let Dinesh speak on the business benefits (in hard numerical terms... objectively measured and tested):
1. Any increase in productivity that could be attribute-able to this program?
2. Any reduction in attrition due to such programs?
3. Any reduction in losses and wastages (due to politicking or information issues) due to such programs?
4. Any other? Please specify.

It might make sense to gain from his experience of implementing these programs to get a concrete idea (in pure business terms) so that you can strategize your position and your objectives better. After all, your initiative is answerable to the business interest as well.
22nd March 2011 From United States, Daphne
Dinesh Divekar has given you sound advice. It's the Top Performers that should be used as mentors to not so good performers, to enhance the effectiveness and efficiency of the organisation. I suggest that you kindly read Steve Roesler's "Teaching Smart people Practical Ways to become Extraordinary"at All Things Workplace: Coaching/Mentoring
Found by searching the web at http://www.google.co.uk/#hl=en&xhr=t...f99d2472df77d5
Have a nice day.
Simhan
A retired academic in the UK

22nd March 2011 From United Kingdom
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. :-)
22nd March 2011 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.
22nd March 2011 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
22nd March 2011 From Pakistan, Islamabad
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
22nd March 2011 From India, Chennai
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

22nd March 2011 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?
22nd March 2011 From Pakistan, Islamabad
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
22nd March 2011 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?
22nd March 2011 From Pakistan, Islamabad
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
22nd March 2011 From India, Chennai
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
23rd March 2011 From United States, Daphne
Dear Mr. Nikil,
I was occupied with my employees issues as we need to sort it out immediately. Moreover i was delivering training on ATTITUDE to make them feel the FACTS because MEETING CLIENTS REQUIREMENTS IS NOT AN EASY TASK AND SATISFYING CLIENTS IS A BIG CHALLENGE FOR EVERY ONE.

In my company, i am mentoring SENIOR EMPLOYEE @ PROJECT MANAGER LEVEL, PROJECT ENGINEERS @ MID LEVEL, FRONTLINE SUPERVISORS/FOREMAN'S, TECHNICIAN'S @ ENTRY LEVEL. For us the MAJOR ISSUES is CUSTOMER SATISFACTION BUT THE BIGGEST ISSUE IS TO MAKE OUR TEAMS WORK FOR COMMON GOAL. Though i am just playing minor role in my organisation but Its a challenging ASSIGNMENT for as i understand where exactly TO TAP rather just tapping every where.

We are concentrating on
1) KNOW YOUR RESPONSIBILITIES,
2) UNLEASH YOUR SKILLS
3) GET THINGS DONE IN TIME by DELEGATING TASK EFFECTIVELY
4) TRANSPERANCY BETWEEN TEAM LEADERS & TEAM MEMBERS IS MUST TO ACHEIVE TEAM'S GOALS ALIGNED WITH ORGANISATION GOALS.
5) CUSTOMER(CLIENT) SATISFACTION ..TO WHAT EXTENT WE CAN SATISFY OUR CLIENT(OIL & GAS SECTOR, EDUCATION CITY, ELECTRICY BOARD)

I had correct certain mistakes in my previous post.

With profound regards
23rd March 2011 From India, Chennai
An example as how Mr. Dinesh mentored and corrected my mistake. Infact Mr. Dinesh is my MENTOR for which i am thankful to ALMIGHTY. Mentoring is not just about motivating or guiding people but also correcting one's mistakes......

1) A MENTOR can also play the role of TEACHER.......
2) A FATHER CAN ALSO BE A MENTOR,
3) SENIOR SUCCESSFUL/EXPERIENCE EMPLOYEES(BROAD MINDED, TRUE LEADERS, TRANSPARENT) OF AN ORGANISATION CAN ALSO DELIVER THE SAME
4) ALL THOSE TRAINERS HAVING WIDE EXPERIENCE CAN ALSO BE CONSIDER FOR MENTORING MENTEES..

Below is the email which i had received from Mr. Dinesh
--------------------------------------------------------------------------------------------------------------------------------------------------------------

Dear Khadir,

I take reference of your following reply on the subject above:

https://www.citehr.com/326530-develo...ml#post1496384

While your suggestions are good, my comments on few of your statements are as below:

4) Allow SUPERIORS to play the ROLE OF MENTORS, whoever down the line(hierarchy)

It appears that you have not studied books on mentoring. Mentor should be preferably a manager. Because mentor is supposed to be a matured person. How far supervisors are matured is a matter of surmise. I recommend manager because by and large it is assumed that managers are mature. However, if the person is not mature, he may not be given this assignment.

Mentor's primary job is to interpret organisation's values, philosophy etc. and not setting goals or targets. Setting goals and targets is anyway their manager's job. In the course of work, youngsters have got lot of questions in their mind. They cannot open up with their managers and seek clarification. They can seek clarification on these issues from their mentor. When the youngsters don't get the answers, they get demotivated and resign. Therefore, mentor is a buffer between departmental manager and youngster. At times mentor has to teach mentee how to handle organisational politics also but it is in the best interest of organisation!

5) ONE TO ONE - MENTORING PROCESS is very TEDIOUS ...I suggest ONE MENTOR to handle a TEAM.

Again it appears that you have made this opinion without reading books on mentoring. Mentor can never handle a team of mentees. Yes, one-to-one mentoring is a tedious process but then to get long-term benefits you cannot have short cuts. For the very purpose, not many well-established companies have mentoring programme in their organisation. When organisation's opt for CMM certification, CMM level 4 demands instituting mentoring programme. Thus these organisations make virtue of necessity and go for mentoring programme because of CMM and not as a willing introduction of some intervention on organisation development.

Mentoring is secondary duty and not primary. Against this backdrop, if you wish to remain true to the spirit of mentoring then a mentor can be assigned with one mentor or two or maximum three. Any assignments more than this would certainly dilute the spirit behind the mentoring programme.

For Ms Hina KQ: - On the above topic, you have raised certain questions in Citehr several times. It appears that you too have several misconceptions on mentoring. When you read books on mentoring, your all questions or misconceptions will get removed. Prominent book on this subject is "The Mentoring Manager" by Mr Gareth Lewis, Pitman Publishing.

Dinesh V Divekar
--------------------------------------------------------------------------------------------------------------------------------------------------------------

With profound regards
23rd March 2011 From India, Chennai
Thank you Shaik Abdul Khadir for posting the Private Message from Dinesh Divekar. As his norm, Dinesh gives sound advice based on reasearch and reading.
Here are a couple of websites that I found useful
Mentee to Mentor <link updated to site home> ( Search On Cite | Search On Google ) '
Mentoring Can Improve a Company’s Culture <link updated to site home>
Have a nice day.
Simhan
A retired academic in the UK
23rd March 2011 From United Kingdom
Dear Ms. Hina
I hope we acquired relevant information out of this thread....I am still learning because there is lot more for one to learn till his death..
Prophet Mohammed(PBUH) said "acquire knowledge from CRADLE to GRAVE"...
MENTORING IS A TOUGH PROCESS and some times it is creating In-Difference's between MENTOR & MENTEE as well. Understanding MENTEE'S is another TOUGH JOB...
Happy learning.....
Dear Mr. Simhan
Your links had served the purpose. A MENTOR when MENTORING will get a chance to learn from his MENTEE's because LEARNING IS A CONTINUOUS PROCESS.
With profound regards
24th March 2011 From India, Chennai
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