Dinesh Divekar
Business Mentor, Consultant And Trainer
Aussiejohn
Trainer
+2 Others

Thread Started by #deepakbhasker

Hi Friends I am looking for a training program in Group mentoring for myself. Any suggestions Thanks in anticipation
21st August 2016 From India, Delhi
Dear Deepak,

For the last several years, I have been conducting training programme on "Formal Mentoring". I have read several books on mentoring. Nevertheless, I have not read concept of "Group Mentoring". Therefore, you may clarify the concept further. Mentoring works best when a junior or freshly joined employee assigned to some senior. They meet at regular intervals and mentor keeps on guiding what skills mentor needs to build. I have been giving replies on the subject of mentoring for the years together. You may refer the following links:

My Exhaustive reply on Mentoring: -

https://www.citehr.com/523760-mentor...ml#post2222360

a) Assessment of the ppt on mentoring: -

https://www.citehr.com/60452-mentoring.html#post621606

b) How to establish mentoring programme in the company: -

https://www.citehr.com/136301-traine...tml#post578667

c) Observation on the Mentoring programme: -

https://www.citehr.com/152868-mentor...tml#post758782

Thanks,

Dinesh Divekar


21st August 2016 From India, Bangalore
Dear sir Key principle of mentoring , firstly make yourself proficient and role model in the intended domain for effective mentoring.
21st August 2016 From India, Jhalawar
For AIM Training & Consultancy,

When organisation devises "Formal Mentoring Programme" for the juniors, mentor-mentee pairs are made based on the organisation's requirement. Most of the times the pairs are made from different department and therefore, unknown to each other. Once the newcomer is new to the organisation itself, how come the mentor can become "role model" to the new comer?

A senior person becomes "role model" provided juniors works under him/her for several months or may be even years. Senior's interaction with his/her subordinates helps him/her to establish rapport. This rapport further gets converted into "role model". Nothing of this kind happens in the "Formal Mentoring Programme".

As written earlier in my posts on this subject, mentor is amalgamation of guide + trainer + consultant + coach + counsellor + adviser. Mentor's job is to develop personality of the mentee and further character. Mentor's job is not to be role model. Occasionally mentor openly admits his/her weaknesses, but advises mentee not to repeat same mistake. This relationship is informal within the framework of formality and therefore, occasionally, mentor transgresses into personal advises. Of course this happens with the consent of the junior.

Mentor is somebody like a parent. We just accept our parents the way they are. Not necessarily they are our role models. If you had written in your post "key principle of leadership is to be role model", I would have accepted. This is because leaders are expected to inspire their juniors. In contrast, mentor nurtures a mentee, the way bird nurtures nestling. When nestling grows into a bird, the young bird flies away and this mentor-mentee relationship ceases to exist.

I have written my long post because we the consultants are responsible to ensure that the juniors do not carry wrong notions from this forum.

Thanks,

Dinesh Divekar


21st August 2016 From India, Bangalore
There is plenty of material about group mentoring on the web, and easily found with a google search.

However, I ask the question - why is this any different to group training? To my mind it isn't.

One on one mentoring is a very specific staff development tool, and often used to develop and groom junior staff for future promotion in an organisation. This has been the case in every organisation I have worked for that used mentoring.

Not everyone was selected for mentoring, staff had to apply for the opportunity, and the selection process was geared to finding the best and brightest new talent to nurture, and develop for future leadership roles. I must say that in nearly all cases, the best managers I worked with in my career, had participated in a mentoring program.

In one office, I watched one of my colleagues who was in the mentoring program. She became one of our "stars" if you like, and progressed through the ranks. She is now a very successful senior management executive, well liked and respected in that organisation. There are rarely any vacancies in her Division, everyone wants to work for her! You might like to read that in conjunction with a previous posting here on CiteHR regarding staff having a lack of respect for managers, and you will easily see where the problem lies most often.

I don't see how group mentoring could hope to emulate this. One on one is very specific to the individual, and confidential between mentor and mentee. Therein lies the success of the program.
12th September 2016 From Australia, Melbourne
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