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Mentoring Presentation (Final)-1

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[email protected]; 09 849685350;WWW.RGBS.IN WELCOME TRAINING PROGRAM ON MENTORING FOR BEL EXECUTIVES
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Page 1: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

WELCOME

TRAINING PROGRAM ON

MENTORINGFOR

BEL EXECUTIVES

Page 2: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Competence Building

Commitment Building

Culture Building

Systems Building

BEL

Pillars of HR function

Page 3: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

HR VISION

“To enable our people to be a family of committed world class professionals making NPCIL a learning organization”

Page 4: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Programme Schedule

SL.NO ACTIVITIES

1 PROFILE PREPARATION BY MENTORS & MENTEES

2 INTRODUCTION BY MENTORS AND MENTEES

TEA BREAK

3 LEADING EDGE TEST FOR MENTORS & MENTEES

4 MENTOR SCALE TEST

5 PRESENTATION ON MENTORING

LUNCH BREAK

6 PRESENTATION ON MENTORING (CONTINUED)

TEA BREAK

7 CASE STUDY - I

Page 5: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

SL.NO. ACTIVITIES

1 CASE STUDY - II

2 INTERPRETATION OF-      i) LEADING EDGE TEST        ii) MENTOR SCALE TEST

TEA BREAK

3 EXPEREINCES OF AN AWARD WINNING MENTOR

LUNCH BREAK

4 MENTOR SELECTION BY MENTEES

TEA BREAK

5 MENTOR & MENTEES ACTION PLAN PREPARATION

6 FEEDBACK FROM PARTICIPANTS

7 VIDEO ON MENTORING

8 VALEDICTORY SESSION

Programme Schedule

Page 6: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

“MENTORING IS A FUNDAMENTAL FORM OF HUMAN DEVELOPMENT WHERE ONE PERSON INVESTS TIME , ENERGY AND PERSONAL KNOW - HOW

ASSISTING THE GROWTH AND ABILITY OF ANOTHER PERSON” – OXFORD DICTIONARY

WHAT IS MENTORING ?WHAT IS MENTORING ?

Page 7: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR)

“MENTORING IS A PROCESS WHEREBY A SENIOR PERSON IN THE ORGANIZATION TAKES UNDER HIS

WINGS HIS JUNIOR COLLEAGUES AND OFFERS THEM ORGANIZATION’S CULTURE, VALUES, ETC ”

“MENTORING IS ESSENTIALLY A COLLABORATION, WHEREBY THE MENTOR WORKS WITH THE MENTEE TO

ENHANCE LEARNING AND ADDRESSES ISSUES AND CHALLENGES”

WHAT IS MENTORING ?WHAT IS MENTORING ?

Page 8: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Four basic styles of helping

Excludes client

Telling manipulating

Problem ClientCentred_________________________ centred

Advising counselling Includes clinet

Page 9: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Why counseling/Mentoring?

• The world of business and the world of work are changing.

• The Economy, market and organisations,work, relationships are changing.

• Mentoring/counseling is seen as a valuable tool in these processes which has benefits for all concerned.

Page 10: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Research findings on Mentoring?

• Mentoring stood first in developing people in the organisations

• It has flexibility

• It is an off-line activity

• It does relate to work on the job

• It is individual

• It is people-centered

• It is a feedback system

Page 11: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

The mentoring wheel

Interpreteradvocate

counselorInterpersonalbase

Organization baseCoachLearningConsul-tent

Developmentbase

Process consultant

Context base(solvingProblems)

(develop Competence)

,

(best interestOf individual)

Page 12: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

6. Mentoring

• To create an environment of socialization in the organization

for new entrants i.e. Executive Trainees, E1(by

promotion/internal job notification/recruitment)

• E5-E6 EXECUTIVES BY SENIOR MANAGEMENT FOR COMIT

• To look after and care for the new entrants during the initial

years of career in and provide useful guidance.

• Mentors (senior executives) are identified by project HR in

consultation with GM for training and further attaching to the

mentees in a ratio of 1:2 or 1:3.

• Project HR would nurture and sustain mentor-mentee

relationship through continuous intervention during the first

year of the relationship.

• After one year, the mentors – mentees would sustain the

relationship themselves.

• The project HR would obtain annual informal feedback of the

sustained relationship

SYSTEM OF MENTORING in NTPC

Page 13: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING MENTORING IN ACTIONIN ACTION…

GREAT MENTORS HELP PEOPLE TO

TAKE MORE CONTROL OF

THEIR LIVES AND FIND THEIR OWN

WAY TO FULFILLMENT

THROUGH ‘5 C’ MODEL

MENTORING(ANKUR)

Page 14: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

BENEFITS OF MENTORINGBENEFITS OF MENTORING THE COMPANY

• Demonstrated commitment to employee’s growth and development

• Increased productivity• Improved understanding between

different functions of the organization• Reinforcement of diversity• Process to transfer leadership skills• Enhanced development of the

leadership pipeline•Retention of talent

MANAGER

•Motivated employees with higher morale

• Confirmation of your assessment of the employee’s potential

• Greater employee productivity through increased skills and knowledge

• A more efficient operation with reduced turnover

MENTEE•Development needs addressed• Increased understanding of the

company’s culture & organization• Learnt different cultural values• More clarity on life/career

purpose and choices• Increased likelihood of career

success through career guidance• Access to resources of Mentor• Higher performance /

productivity• Learnt skills not normally

acquired on the job• Developed new networks• Greater career satisfaction

MENTOR• Opportunity to stop and

reflect on the business• Opportunity to see the world

through different eyes• Being challenged on

perceived wisdom• Increased awareness of issues

at grassroots level• Broadening own network

• Improvement of leadership skills • Contact with “younger” generation

• Enhanced status & recognition • An enriched current job

Mentoring… a win-win for

everyone!

Page 15: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

HR STRATEGYHR STRATEGY

Competence Building

Competence Building

Commitment Building

Commitment Building

Culture BuildingCulture Building

System BuildingSystem Building

MENTORING

HR STRATEGY

Page 16: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

HR…a Strategic Partner

• Business Imperatives for 2017

– 56000 MW through • Diversified

generation Portfolios

• Backward & Forward integration in the energy Value chain

– Coal mining & Washeries

– Distribution & Trading

• Globalisation• Changing

ownership pattern• Sectoral &

Technology leadership

• Business Imperatives for 2017

– 56000 MW through • Diversified

generation Portfolios

• Backward & Forward integration in the energy Value chain

– Coal mining & Washeries

– Distribution & Trading

• Globalisation• Changing

ownership pattern• Sectoral &

Technology leadership

Competency Talent

Induction Talent building Right

Placement PMS Career

Development system

Leadership Development

Commitment Strong

compensation & Incentives

High welfare orientation

Social security measures

Rewards & Recognition

Culture Achievement

orientation Team Building Openness &

Trust Quality of life Value based

behaviours Participative

management Corporate

identity

System Flatter

Organisational Structure

IT enabled Systems

Agile Organisation

Organisation introspection & Renewal

• HR Imperatives• HR Imperatives

Page 17: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

WHAT MENTORING IS NOT WHAT MENTORING IS NOT ??

• SPOON-FEEDING

• A GUARANTEE OF ADVANCEMENT

• AN UNLIMITED RESOURCE ON TAP

• A JOB LOCATING SERVICE

• A MEANS OF BYPASSING IMMEDIATE SUPERIORS

• A MECHANISM FOR PROVIDING FAVORITISM OR UNFAIR ADVANTAGE

• A WAY OF WORKING OUTSIDE THE SYSTEM

• A FIX FOR• SENIORITY/AGE DISPARITY

• GENDER DIFFERENCES

• PERSONALITY CLASHES

• DIFFERENT ‘WAVELENGTHS’

Page 18: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

FAILURE TO ESTABLISH RAPPORT

COMMON

PITFALLS

FOR

MENTORING

RELATIONSHIPS

BREACHES OF CONFIDENTIALITY

UNDER OR OVER-MANAGEMENT

POOR OBJECTIVE SETTING

LACK OF TIME

PROBLEMS FROM OTHER PEOPLE

Page 19: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

• MENTORS EXISTS ONLY FOR CAREER DEVELOPMENT.• YOU ONLY NEED ONE MENTOR.• MENTORING IS A ONE WAY PROCESS.• A MENTOR HAS TO BE OLDER THAN THE MENTEE• A MENTOR HAS TO BE OF THE SAME GENDER AND RACE.• MENTOR RELATIONSHIP JUST HAPPENS.• HIGHLY PROFILE PEOPLE MAKE THE BEST MENTORS.• ONCE A MENTOR ALWAYS A MENTOR.• MENTORING IS A COMPLICATED PROCESS.• MENTOR-MENTEE EXPECTATIONS ARE THE SAME FOR EVERYONE.• STRUCTURING OR FORMALIZING A MENTORING RELATIONSHIP WILL

TAKE THE MAGIC OUT OF IT• THE BEST MENTORS ARE SENIOR PEOPLE WITH SUPERIOR JOBS

SKILLS• MENTORING IS A SPECIAL, ENHANCE TYPE OF MANAGEMENT

COACHING• ANYONE CAN BENEFIT FROM BEING MENTORED

MENTORING MYTHS

Page 20: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR)

• MENTORING SYSTEM WAS LAUNCHED IN NTPC WITH A VIEW TO GUIDE & DIRECT THE NEW ENTRANTS (EXECUTIVE TRAINEES) DURING THEIR VITAL AND FORMATIVE YEARS IN THE RGANISATION AND FOR SENIOR EXECUTIVES (E4 TO E6)

• THE MENTORING SYSTEM IS AIMED AT ENABLING THE NEW ENTRANTS ASSIILATE & ADAPT TO THE ORGANIZATION CULTURE

• THEMENTORS ARE SENIOR EXECUTIVES IN THE ORGANIZATION WHO ACT AS FRIEND, PILOSOPHER & GUIDE AND ALSO COUNSEL THE YOUNG EXECUTIVES ON A REGULAR BASIS

MENTORING SYSTEM IN NTPC (AN INTRODUCTION)

Page 21: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR)

• To create an environment of socialization in the organization for new

entrants i.e. Executive Trainees

• To look after and care for the new entrants during the initial years of career

in NTPC and provide useful guidance.

• In each project, mentors are identified y project HR in consultation with GM

for training and further attaching to the mentees in a ration of 1:2 or 1:3.

• Project HR would nurture and sustain mentor-mentee relationship through

continous intervention during the first year of the relationship.

• After one year, the mentors – mentees would sustain the relationship

themselves.

• The project HR would obtain annual informal feedback of the sustained

relationship

SYSTEM OF MENTORING FOR EXECUTIVE TRAINEES

Page 22: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR)

• NTPC IS A GROWING ORGANIZATION ADDING GENERATING CAPACITIES & ALSO

SETTING UP BUSINESSES IN THE NEW AREAS LIKE HYDRO, DISTRIBUTION, COAL

MINING, R&D, POWER TRADING, ETC . A LARGE NO. OF NEW EXECUTIVES ARE JOINING

THE ORGANIZATION LARGELY AT E1 TO E4 LEVEL. THESE PERSONS ARE ROM VARIED

BACKGROUND HAVING EXPERIENCE IN GOVT. & PRIVATE SECTORS.

• NTPC ALSO HAS A SYSTEM OF APPOINTING NON-EXECUTIVES TO THE LEVEL OF

EXECUTIVE THROUGH PROMOTION/INTERNAL JOB NOTIFICAION. WHEN THIS HAPPENS,

THEY EXERIENCE A CHANGE IN ROLE, RESPOSIILITY & LEVEL OF ACCOUNTABILITY IN

WORK. THE COMPETENCIES REQUIRED FOR EFFECTIVELY DISCHARGINTHE DUTIES AS

AN EXECUTIVE UNDERGO A SIGNIFICANT CHANGE

• IN ORDER TO INTEGRATE THE NEW EXECUTIVE OINEES TO THE CULTURE & VALUE

SYSTEM OF NTPC & INCULCATE SYSTEM THINKING IN THEM AND ALSO DO

HANDHOLDING FOR NON-EXECUTIVEP APPOINTED TO EXECUTIVE LEVEL, A SYSTEM OF

MENTORING IS CONSIDERED ESSENTIAL FOR THE ORGANIZATION

SYSTEM OF MENTORING FOR NEW EXECUTIVES

Page 23: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

• TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY A NEWLY JOINED

EXECUTIVE IN THE COMPANY

• TO ENABLE THE NEWLY JOINED EXECUTIVES TO ASSIMILATE AND ADAPT TO THE

CULTURE & ENVIRONMENT OF THE ORGANIZATION

• TO PROVIDE A FRIEND, PHILOSOPHER & GUIDE FROM THE SAME FUNCTION AT A

SENIOR LEVEL WHO COULD INTEGRATE THE NEW JOINEES WITH THE SYSTEMS &

VALUES OF THE COMPANY

• TO LOOK AFTER THE NEW ENTRANS IN THEIR INITIAL YEARS IN THE ORGANIZATION

AND ALSO PROVIDE USEFUL GUIDANCE TO THEM TO ENABLE THEM TO CARVE OUT A

CAREER PATH FOR THEMSELVES

• TO ASSIMILATE THEM INTO NTPC SYSTEM AND PRACTICES QUICKLY IN ORDER TO

INTEGRATE THEM TO CONTRIBUTE EFFECTIVELY AND OPTIMALLY UTILIZE THEIR

POTENTIAL

• TO ENHANCE SELF CONFIDENCE IN THEM ANDMAKE THEM FEEL PROUD OF NTPC

OBJECTIVE OF MENTORING SYSTEM FOR NEW EXECUTIVE JOINEES (E1 – E4 level)

Page 24: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING(ANKUR )

• TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY NON- EXECUTIVE

APPOINTED IN THE EXECUTIVE CADRE

• TO ENABLE THE NEWLY APPOINTED NON- EXECUTIVE IN THE EXECUTIVE

CADRE TO ASSIMILATE AND ADAPT TO THE CULTURE & ENVIRONMENT OF

EXECUTIVE FUNCTIONING

• TO PROVIDE AN EXECUTIVE COACH AT A SENIORLEVEL WHO WOULD GUIDE

& HANDHOLD THE NEWLY APPOINTED NON-EXECUTIVE AT EXECUTIVE LEVEL

E.R.T SYSTEMS, PROCESSES IN THE ORGANIZATION

• TO PROVIDE INSIGHT INTO THE EXECUTIVES’ ROLE & RESPONSIBILITIES IN

DRIVING PERFORMANCE CULTURE AND ORGANIZATIONAL EXCELLENCE

• TO ENHANCE SELF CONFIDENCE AND SELF ESTEEM OF THE NEW ENTRANT

IN THE EXECUTIVE LEVEL THROUGH COACHING AND GUIDANCE

OBJECTIVE OF MENTORING SYSTEM FOR NTPC NON-EXECUTIVES APPOINTED AT EXECUTIVE LEVEL

Page 25: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Model for Leadership DevelopmentNine-Pillars Model

INFOSYS• 360-degree feedback

• Development Assignments

• Infosys culture workshop

• Development relationships

• Leadership skills training

• Feedback incentive programs

• System process learning

• community empathy and

• Action learning

Page 26: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

MENTORING FOR LEADERSHIP DEVELOPMENTSATYAM COMPUTERS

Page 27: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Characteristics of Admired Leaders1

Characteristic

1993 U.S.Percentage ofPeople Selecting

1987 U.S.Percentage ofPeople Selecting

Honest 87 83

Forward-looking 71 62

Inspiring 68 58

Competent 58 67

Fair-minded 49 40

Supportive 46 32

Broad-minded 41 37

Intelligent 38 43

Straightforward 34 34

Courageous 33 27

Dependable 32 32

Cooperative 30 25

Imaginative 28 34

Caring 27 26

Mature 14 23

Determined 13 20

Ambitious 10 21

Loyal 10 21

Self-controlled 5 13

Independent 5 13

James M. Kouzes & Barry Z. Posner. 1993. Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.

Page 28: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Distributed Actions Approach to Leadership

Leadership is any action that helps a group achieve its goals AND maintain cooperative relationships among members.

Task AND Maintenance

Page 29: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

SATYAM – Level 5 MENTORING FORLEADERSHIP

• Level 5 Level 5 Executive – Builds enduring greatness through a paradoxical combination of personal humility plus professional will

• Level 4 Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards

• Level 3 Competent Manager – Organizes people and resource toward the effective and efficient pursuit of predetermined objectives

• Level 2 Contributing Team Member• Level 1 Highly Capable Individual

Page 30: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

New Leadership Competencies

The Leader's Handbook/MENTORING

(DR RATHAN REDDY, 2007)

The ability to think in terms of systems and knowing how to lead systems.

2. The ability to understand the variability of work in planning and problem solving.

3. Understanding how we learn, develop, and improve; leading true learning and improvement.

4. Understanding people and why they behave as they do.

5. Understanding the interaction and interdependence between systems, variability, learning, and human behavior; knowing how each affects the others.

6. Giving vision, meaning, direction, and focus to the organization.

Page 31: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

Benefits

• Increased Motivation

• Reduced Stress & Conflicts

• Reduced Staff Turnover

• Cultural Harmony & Industrial Peace

• Enlarged & Positive Participation

• Reduced Absentism

Page 32: Mentoring Presentation (Final)-1

[email protected]; 09849685350;WWW.RGBS.IN

THANK YOU


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