Post on 11-Nov-2014
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Insala Webinar Series: Webinar 18
How to Make Your Mentoring Program a Success
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Blake McDaniel Webinar Facilitator Insala
Judy Corner Mentoring Subject Matter Expert Insala
Insala Webinar Series: Webinar 18
How to Make Your Mentoring Program a Success
Webinar Instructions
@InsalaTalent
using
#InsalaWebinar
Insala’s Mentoring Webinar Series: Welcome Back
Today: How to Make Your Mentoring Program a Success View all previous and upcoming mentoring webinars at mentoringtalent.com/webinars
Who is Insala?
Insala improves business performance by developing your talent. We provide solutions to help your employees grow and develop. We offer career development, mentoring, coaching, career transition, and alumni program solutions to help you do just that.
Discussion Groups and Social Networking
LinkedIn • Follow our company page: www.linkedin.com/company/insala • Join our LinkedIn Group: Hi-Impact Mentoring® Thought Leaders’ Club
Tweet your comments @InsalaTalent using #InsalaWebinar during or after the webinar
Blog Follow our blog (blog.insala.com) throughout September for posts on mentoring
Our Unique Mentoring Solution: The Hi-Impact Mentoring® Approach
Training
Consulting
SaaS Technology
= Sustainability
What You’ll Learn Today
1. Common Trends with Mentoring Programs Today
2. 7 Rules for Success
3. Case Study
4. Ensuring Your Program’s Success: The Mentoring Process
Common Trends with Mentoring Programs Today
Organizations are finding that Mentoring is a Business and Organizational Strategy How are they doing it?
Moving from Informal to Formal
Tying to Business Goals
Business and Organizational Strategy
Moving from Informal to Formal
Informal Mentoring… Not tied to organizational objectives No specific goals or success metrics Matches made based on similarity and attraction No program manager No defined timeline for partnerships No training for participants
Formal Mentoring… Tied to organizational objectives Specific goals and success metrics Matches made based on developmental goals Has a program manager Partnerships have defined timeline Training for participants
Less Strategic More Strategic
Onboarding Of New
Hires
Reinforce Learning
from Training
Enhance Corporate Diversity & Inclusion
Leadership Development
Support Career
Development
Build a Succession
Pipeline
Strategic Use of Formal Mentoring
Most Popular Strategic Use of Formal Mentoring
Developing leaders and strengthening the succession pipeline always come out on top.
Today’s Types of Mentoring
• 1 to 1 - Mentor more experienced
(Traditional – Face to Face) • Distance Mentoring
• Situational Mentoring
• Mentoring Circles
• Group (or Team) Mentoring
• Peer Mentoring
• Reverse Mentoring
Our 7 Rules for Success
Our 7 Rules for Success 1. Provide structure and guidance
2. Agree on objectives of program 3. Identify success measurements 4. Gain interest or support from
management 5. Clarify roles and provide training 6. Have a program administrator for
guidance 7. Use technology to manage the program
and ensure sustainability
A Case Study: Technology Company
Company Scenario On-board and train approximately 50-60 new hires every quarter.
The training staff was overloaded with new hires
From exit and satisfaction surveys existing employees were complaining that no training was being offered Mentoring was the answer
But pressure from senior management to implement
A Case Study: Technology Company
The Results Participants did not have a clear understanding why
the organization was doing this
Mentees complained that the mentors did not seem engaged
Neither mentors nor mentees were really clear as to
what was to be accomplished Some partnerships did not work out
Senior management was asking for quantitative
information as well as qualitative and it was not available.
A Case Study: Technology Company
Solution – Phase 1 M*O*R*E Workshop – Strategic Planning Mentor Training Mentee Training Manager/Supervisor Training Phase 2 Technology to match mentees and track and measure results
Ability to report. The program was tied to business objectives.
Success measurements included faster learning curve
(increase of 5 weeks faster). Qualitative Evaluation improvements including higher
satisfaction with matching/pairing, partnership results, and understanding of mentor, mentee and manager roles
More mentors applying to become mentors again;
mentees applying to become mentors
Case Study - Long-term Outcomes
Ability to track progress to learning goals/objectives Comments from managers/supervisors regarding
their support and satisfaction with the program Less administration time spent –decrease of almost
50% by using a technology solution and better matches
Case Study - Long-term Outcomes
Ensuring Your Program’s Success: The Hi-Impact Mentoring® Process
Establish clear objectives and metrics and tie them to organizational goals Ensure you have identified all possible challenges Nominate a program administrator that participants can turn to
The Hi-Impact Mentoring® Process
Market and brand your mentoring program Communicate process details to entire organization Provide training for Mentors, Mentees, Managers/Supervisors and Program Administrators
The Hi-Impact Mentoring® Process
Track progress of each mentoring partnership, and gather ongoing feedback from program participants
The Hi-Impact Mentoring® Process
Track interactions between mentors and mentees and the progress of each partnership using an online solution Use an online tool to ensure sustainability
The Hi-Impact Mentoring® Process
How Can We Help You?
1. EVALUATE what a structured mentoring program can achieve for your organization, using the Hi-Impact Mentoring® Readiness Workshop 2. DETERMINE how your organization can roll out mentoring as an effective talent development initiative 3. IMPLEMENT a successful mentoring program using our online mentoring solutions and training 4. ACHIEVE maximum program ROI and demonstrate results
Final Thoughts
Mentoring is a measurable business strategy, if made formal and tied to objectives
Mentoring is widely used to strengthen the succession pipeline
Make your program succeed by defining and clarifying purpose and roles, providing training, and attaining sponsorship
To avoid the pitfalls use the PIEM Model -
Plan, Implement, Evaluate and Manage
Questions? Contact Insala to learn more – New York | London | Dallas
www.insala.com | www.mentoringtalent.com
Email: info@insala.com
US: +1 817.355.0939
UK: +44 (0)207 297 5940
Our blog this month is dedicated to mentoring! Check it out at blog.insala.com
Join our Hi-Impact Mentoring® Thought Leaders Club for: • A copy of today’s slides • A link to the webinar recording • Answers to the most common questions we didn’t get
to today
Tweet us what you found interesting @InsalaTalent! Use #InsalaWebinar to join the conversation.