The Fundamentals of Mentoring for Effective Employee Development

International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal The Fundamentals of Mentoring for Effective Employee Development Dr. Hema Mirji Assistant Professor, Bharati Vidyapeeth (Deemed to be University) Institute of Management and Entrepreneurship Development, Pune (INDIA) Abstract : Today companies are attempting innovative ways for employee training and development to accrue the financial returns by developing able candidates for the managerial and leadership positions. The present article uses secondary sources of information to build on the basic structures of mentoring programme for signifying the effective way of employee development. Key-words: Employee Development, Mentoring, Career mentoring, Diversity mentoring, Leadership development Introduction : Employee training helps companies to create competitive advantage and become highly sustainable. Today companies are attempting innovative ways for employee training and development (Noe, 2014). It is noted that the companies those are investing in employee development are accruing high financial returns. For preparing employees to take up leadership, managerial positions and to deal with the diverse workforce one of the best methods of employee development is mentoring. Almost every company may it be small, medium and large use mentoring for improving employee engagement and do-away with problems and issues. It is reported that workplace mentoring is on the rise (Klasen & Clutterback 2002). It has been noted by American society for Training & Development that 71% of Fortune 500 companies are offering formal mentoring programs to their employees. The report also suggests for engaging, developing and retaining top talent many companies are counting on formal workplace mentoring program. Definition and Meaning: Every block has a statue within it, so is true for every one of us. We need to discover the full potential within us to become the best possible out of us. To discover ourselves we need help, guidance and direction so as to thrive understanding our potential. Such a guide and his guidance are required not only once but many a times in different phases of life, may it be in the social or corporate life to fulfill our aspirations. We are referring to „mentoring‟ activity that helps to develop an individual to the fullest possible. The word „Mentor‟ has been derived from the ancient Greek word & character in Homer‟s Odyssey „Mentor‟, who was a wise and trusted counselor of king Odysseus‟s son Telemachus. It is synonymous to Sanskrit 186 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected] International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal word „Mantr‟ meaning „the one who thinks‟. Thus the one who is wise and has ability to think, counsel and teach other person understanding him the way he is and what he can be. Mentoring involves two people a “Mentor”, the one who guides and a “Mentee”, the one who takes guidance. It is partnership involving teaching and learning (Lin & Mei, 2010). Mentoring is been recognized as a support system providing guidance to accomplish the work from the mentee. Mentors not only counsels but also provide exposure to the mentees (Akarak, 2008). A mentor is someone who allows you to know that no matter how dark the night, in the morning joy will come. A mentor is someone who allows you to see the higher part of yourself when sometimes it becomes hidden to your own view”. „‟A deliberate pairing of a more skilled or more experienced person with a less skilled or less experienced one, with the mutually agreed goal of having the less skilled person grow and develop specific competencies.” (Murray, 2001) Types of Mentoring The secondary data sources were thoroughly analyzed for understanding mentoring arrangements in traditional and contemporary organizations. Following are the types of mentoring structures found. Based on structure of mentoring program – 1. Formal Mentoring : It refers to the assigned relationship that are decided by the organizational management. It is more structured, deliberate in nature of its operations. The schedule of meetings, resources and topic of mentoring skills are pre decided. 2. Informal Mentoring : It refers to the relationships those are developed on their own. It is not so structured in nature. An experienced person act as a resource for the junior for hands-on-training. Based on relationship – 1. Traditional mentoring – It refers to the mentoring where a senior and experienced person guiding a junior, less in age and experience on a specific project involving hands-on-experience. 2. Reverse mentoring - It refers to the mentoring relationship where an older and experienced employee is partnered to the new comer having less experience, but having latest technical skills. Based on members of the mentoring program – 1. One-to-One mentoring: This is most common type of mentoring involving one senior, experienced and a junior. In this both mentor and mentee build the strong, effective relationship interacting for knowledge and skills. 2. Group mentoring: In this type of mentoring a senior acting as a mentor to a group of employees generally 4 to 8 learning specific skills sets. Here the mentor-mentee relationship is slightly less strong due to the constraints of time. 187 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected] International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal 3. Mentoring Circles : in this type of mentoring employees having similar interest connect with each other for sharing their ideas and experiences. Thus they share strong, professional relationships developing their knowledge and skills set. Based on purpose 1. Career Mentoring Career mentoring means guiding and helping the mentee to achieve his career goals. It involves understanding the knowledge, skills, abilities and potential of the mentee so that mentee progresses to the intended goal. It develops the sense of employee engagement as mentee benefits from the formal career mentoring program by learning new skill and career progression, feeling that company is investing in his career development. This activity involves 1. 2. 3. 4. assessing and understanding the potential of the mentee providing guidance about the career opportunities suggesting the improvement in skills & competencies observing & monitoring of the mentees progress 2. Mentoring for Leadership development It is a mentoring activity wherein mentee gets the opportunity to gain knowledge, skills & attitudes that are essential for developing his leadership skills. The organization gets to retain skilled employees and to develop future leaders, thus building a sustainable and effective organization. It enables both leadership development and career development. Such a culture of mentoring develops the knowledge sharing approach among the employees, helping to spread, build best values, practices of the company throughout. 3. Diversity Mentoring – Diversity mentoring is building the organization for an inclusive environment wherein different view-points are valued, fostering the innovation and creativity. It may involve one-to-one mentoring or mentoring circles sharing the unique learning experiences and diverse knowledge. It helps organizations to manage diverse culture and do away with the challenges associated with the workforce diversity. Research suggests that diversity mentoring helps organization to differentiate themselves and are able to earn high financial returns. 188 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected] International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal Benefits of Mentoring: Particulars Mentee Mentor Organization drive Self – Confidence Improved & Self Esteem Satisfaction Knowledgetransfer Learning new ideas Passing knowledge experience Objectives Develop long term Influence next Improved goals and plans generation leaders succession planning Business opportunity Develop new Get to know grass Productivity gain business network root problems and demonstrate commitment Job Increased Retention of Stabilizing & & culture values Steps in Mentoring 189 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected] International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal Characteristics of Successful formal Mentoring Programs According to Raymond Noe & Amitabh Deo Kidwani (2014) , the characteristics of Successful Formal Mentoring Programs are as follows – 1. The purpose of the program should be clearly understood. The expected projects and activities to accomplished should be specified to both mentor and mentee. 2. The matching of mentor-mentee should be based on the skills of mentor those can help to fulfill mentee‟s need. 3. The length, level of contact formal mentoring program should be specified and mentor – mentee both are encouraged to pursue the relationship beyond the formal time period as to how often and how will they communicate outside the meetings. 4. The relationship between Mentor and Mentee participation is voluntary, which can be ended any time without fear of punishment. So freedom of maintaining relationship is important. 5. Mentee may be allowed to choose from the established pool of qualified mentor and matching process should not limit the ability of development of informal relationships. So freedom of choice must be given to mentee. 6. Selection of the mentors must be on the basis of past record of contribution in employee development and interest in serving as mentors, evidence of positive coaching, communication skills. 7. Mentees must be encouraged to contact one another to share problems and success. 8. The formal mentoring program should be evaluated. The feedback using interviews, surveys can be used to assess the employee development. 190 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected] International Journal in Management and Social Science Volume 07 Issue 01, January 2019 ISSN: 2321-1784 Impact Factor: 6.178 Journal Homepage: http://ijmr.net.in, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal References : Marina Hattingh, M. C. (2005). Implementing And Sustaining Mentoring Programmes:A Review Of The Application Of Best Practices In The South African Organisational Context. Sa Journal Of Human Resource Management , 40-48. Noe, Raymond A., And Amitabh Deo Kodwani, Employee Training And Development, Tata Mcgraw Hill(2014) Clutterbuck, D. (2001). Everyone Needs A Mentor: Fostering Talent At Work. London: Cip 191 International Journal in Management and Social Science http://ijmr.net.in, Email: [email protected]