How to Recycle the Talent in Your Organisation

BusinessManagement

  • Author Julia Mcvey
  • Published July 14, 2008
  • Word count 1,431

What is mentoring?

In the 21st Century we are encouraged to reduce our carbon footprint by recycling resources and consider how our daily actions can save energy for the future of our planet. As consumers, we are now prepared to repair rather than replace and buy second hand rather than new.

This shift towards seeing the value in what we already have is now beginning to lead corporate organisations to not only recycle paper but also to recycle the talents of their people by introducing mentoring into their corporate culture.

For those, who are unfamiliar with the concept of mentoring, it is often surprising that as soon as I start to explain and give examples, everyone recognises that at some time in their life they have experienced the benefits of mentoring. We can all think of times when a parent has given us good advice or a teacher gave encouragement. Do you remember who helped you to ride a bicycle? What you may not have done is thought of this person as a mentor.

Mentoring is "the informal learning that happens in many different environments, making it an exceptionally effective option for businesses or organisations" (Glasgow Mentoring Network). To support through periods of change by giving advice and support to someone who values your knowledge and experience. In our personal life, mentoring comes to us in different forms; for example, family, peer group, teachers, church, youth leaders, friends and neighbours, all of whom could have given good advice or support at times when we needed it most.

How can it help my organisation?

Organisations need to ask whether their people have all the skills they need and display behaviour that delights customers every single day.

Large organisations are beginning to understand that by using their existing talent they are creating an environment where everyone wins. Mentors can help colleagues develop new skills, improve confidence, resolve potential conflict, encourage creativity and speed up the learning process.

Smaller organisations find mentoring a much more efficient way to retain and develop existing talent. As the business expands and grows there is natural succession-planning which allows the business to maintain quality for the customer; staff tend to be promoted from within, whilst new employees can be recruited for skills and behaviour that will align to the existing brand values of the company.

Who are the Mentors?

Mentors are people who have knowledge, skills and experience that can be replicated within a business or organisation. All organisations will have employees who do a fantastic job; they understand the business, turn up everyday, can work on their own initiative and would be sorely missed if they left. It is sometimes striking that the 'indispensable employee' often seems to be invisible. Many managers spend most time on what is not going well, whether it be a process or a behaviour; attention rarely falls upon the employees who keep the wheels turning 'come hail or shine'. This may undermine motivation, promoting feelings of apathy for those employees who are committed and deliver for the organisation.

Mentoring can help create an environment where doing a 'good job' is recognised and appreciated, employees gain recognition by peers and where a culture of self-improvement can be nurtured. The acknowledgement of skills and talents in individuals promotes a culture where mentors can pass on their knowledge and experience to other colleagues in a way that benefits both mentor and mentee (person being mentored). Inviting an employee to mentor a colleague acknowledges the role models within the business; recognises good work and serves as a fantastic motivator.

This new-found recognition and pride in the role makes it easy for mentors to share their knowledge and experience with other employees in an informal way that creates an atmosphere of trust between the mentor and mentee. The mentor is neither a trainer nor a line manager; the role is one of a colleague who is there to help another employee to acquire a new skill, be a sounding board and to share knowledge.

Although there is rarely financial reward for becoming a mentor, the best mentors will already be nurturing some employees without even realising. This is what skilled staff and good managers tend to do - somehow intuitively; however this may often go unrecognised as a legitimate and worthwhile activity. Mentorship needs to be a formalised and structured process and mentors will need training or coaching. The process of sharing knowledge and experience with other employees can evoke feelings of contribution and self worth for mentors.

The top benefits for mentors are:

  • Status and satisfaction - acknowledgement of positive contribution to the business by peer group.

  • Helping others acquire new skills - sharing personal experience improves feeling of self-worth.

  • Increased self-awareness - identifies qualities and skills that the mentor may not have been aware of.

  • Enhanced interpersonal skills - improves communication and listening skills.

  • Career progression - may open doors to opportunities that may not have been considered before.

  • Contribution - *"true happiness and feelings of self-worth do not come from disposable material possessions. Instead, happiness comes from making a positive contribution to individuals or groups of people." * Martin Seligman author of Authentic Happiness

So how does it work?

There are certain things that need to be in place for mentoring to work effectively in any business or organisation. The most important thing is that mentoring should never be forced upon anyone, as the commitment and rapport between mentor and mentee is crucial to its success. The mentor should be comfortable to share knowledge and experience and should never be expected to divulge information that he/she is uncomfortable with, therefore there needs to be ground rules. There needs to be a genuine interest, commitment and clear objectives from both the mentor and the mentee; once the relationship of trust is established the ability to give and receive open and honest feedback will ensue. This sharing of knowledge and experience can really speed up the learning process for the mentee and further develop the skills of the mentor.

Whilst ideally it is best to match mentor and mentee based on similarities of personality and interests, this is not always possible due to the numbers involved and workplace limitations; however mentoring works well with limited matching, allowing rapport to develop naturally.

Initially, mentors and mentees meet to start building that all important relationship, the informal nature of mentoring allows for the mentor to act as a sounding board for the mentee. The time and place of meetings are agreed between mentor and mentee and commitment to regular contact is essential. The mentoring itself may take place in a variety of settings e.g. over a cup of coffee, a game of golf or a telephone call. Many companies encourage their mentors to be as creative as possible in this process.

Once the mentoring relationship is established, the key skill of the mentor is good listening and the ability to encourage even when things might not be perfect. A mentor does not replace a line manager, their role is to listen, share knowledge and experience and encourage.

The key thing to remember about mentoring is that it is a two-way relationship where both parties gain. Below are just some of the benefits for people being mentored (mentees).

The benefits for the mentees:

  • Help to acquire new skills - provided in an informal manner.

  • Learning will be faster - the sharing of good and bad experiences by both mentor and mentee can put things in perspective.

  • Open and honest feedback - from someone who is viewed as a friend is very powerful.

  • Increased self awareness - provides opportunity to compare against a more experienced peer.

  • Enhanced interpersonal skills - helps with communication and listening at all levels.

  • Faster career progression - the ability to learn quickly will open up opportunities.

  • Regular meetings - dedicated person who will take an interest in your progress.

  • A confidential sounding board - the ability to talk confidentially and informally with a colleague who can offer advice.

Who will benefit from mentoring?

Anyone who wants to learn from another person's experience and knowledge will benefit from having a mentor. Mentoring is applicable in any organisation, from top executives to an unskilled workforce, in both the private and public sectors. This valuable resource can change behaviours and attitudes for the better and create environments that focus on developing and building on what is already going well within many organisations. Mentoring is the perfect way to recycle experience in the workplace.

Julia McVey of U-Can Coaching Services has introduced multi-national companies and public sector organisations to the benefits of mentoring. For a free information pack, call 0845 6033230

http://www.u-cancoachingservices.com

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