mentoring relationship (3)

8/2/2019 Mentoring Relationship (3)

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MENTORING

RELATIONSHIP


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Mentor is derived from the Greek word Mentor.

He was a friend of Odysseus' who was entrusted with theeducation of his son Telemachus.


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Social learning theory talks about how both environmental and

cognitive factors interact to influence human learning and

behaviour. It focuses on the learning that occurs within a social

context. It considers that people learn from one another,

including such concepts as observational learning, imitation,

and modeling (Abbott, 2007).


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FACETS OF SOCIAL LEARNING

Instrumentalconditioning

Socialcomparison

Modeling

Sociallearning


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FUNCTIONS & OUTCOMES

Careeroriented

Psychosocial

Organizational

Social

learning


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CHARACTERISTICS OF GOOD MENTORS & ROLE

MODELS

HRD practitioners must be able to identify the

characteristics of effective mentors

These characteristics fall into 2 categories:

Interpersonal Skills

Expertise


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EXPERTISE

Expertise includes teaching, professional,

organizational, communication skills and self

confidence

Proteges rate effective mentors on Practicalskills and modelling successful practices.


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INFLUENCE UPON CAREER CHOICE

Role models and mentors- main influence

behind career choices

Strive to serve proteges who are isolated due to

minority status or disability.


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Zunker(2002) presented two models that hold

significant implications for impact of role

models and mentors in career choice and

exploration

The Developmental Model

Learning theory of career counselling


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DEVELOPMENTAL MODEL

Career development occurs through the lifecycle and

individuals may engage in career exploration at any point

4 Stages

1. Individuals interests, skills, traits, values, resources and aptitudes areevaluated

2. Individual works to establish strategies to meet career objectives.

3. Implementation of those strategies, with support from 3rd party

4. Evaluation of degree to which goals have been met

Functions of mentors: Sponsorship, coaching, challenging, exposure, confirmation and

acceptance, counselling, friendship and role modelling


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LEARNING THEORY OF CAREER

COUNSELLING

Professional career counsellor accepts the mantle of mentor.

Helps to meet career development objectives and overcome personal and

organizational obstacles

Individual pursuing career development are encouraged to have a better

understanding of self, career, workplace and reassess goals 7 stages

1. Establishment of counsellor-client relationship

2. Discovering client values, interests, traits, capabilities and aptitudes

3. Goal setting and career discovery activities

4. Learning about and accessing career information sources5. Share results of career discovery exercises with counsellor

6. Begin to make tentative decisions regarding career progress

7. Formulate strategies that will allow them to meet career objectives


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IMPLICATIONS FOR MENTORING

Individuals with disabilities

Minorities

Women


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CRITICS

Positively skewed research

Formal v/s Informal

Length of mentoring relationship


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CRITICS

Short Term vs Long Term goals

Less commitment to individuals

Mentoring and personal motivation


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TALENT

MANAGEMENT

Anticipating the need for human capital and

then setting out a plan to meet it


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Current Responses to this challenges are:

Do nothing

Rely on complex models from the 1950s

A new model of talent management Using

operations and supply chain methods

Address the risks in demand

Address the uncertainty of supply


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PRINCIPLE 1: MAKE AND BUY TO MANAGE

RISK

A deep bench of talent has become expensive

inventory

Combination of developing talent internally andhiring from outside

Dont try to predict talent demand with

certainty

Risks of overshooting is far greater than risks of

Undershooting


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How important is it to maintain the organization culture?

Is there a hierarchy of skills & jobs to learn therequisite competencies on the job?

How accurate is the forecast of the length of time youwill need the talent?

How long will you need the talent?


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PRINCIPLE 2: ADAPT TO THE

UNCERTAINTY IN TALENT DEMAND

Break up functionally based internal

development programs into general training

and specialized training

Teaching everyone the general skills together

reduces redundancy in training investments

Create an organization wide talent pool


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INVESTMENT IN DEVELOPING

EMPLOYEES

Todays talent pool are less loyal

Get employees to share in the costs of training

them Improve the payoff from their development

investments by retaining employees longer

Hang on to employees even after they leave

making small investments in maintaining ties


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PRINCIPLE 4: BALANCE EMPLOYEE

EMPLOYER INTERESTS

Earlier managers and executives made careerdecisions for employees

Internal job boardsEmployers have much less control over their internal

talent

Increased internal conflict

Find effective ways to preserve their managementdevelopment investment

mentoring relationship (3)

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