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)

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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

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


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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

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.

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

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

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

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

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.

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

From United Kingdom

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