Mentoring

MENTORING
(ANKUR )
WHAT IS MENTORING ?
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
bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN
MENTORING
(ANKUR)
WHAT IS MENTORING ?
MENTORING IS A PROCESS WHEREBY A SENIOR PERSON IN THE ORGANIZATION TAKES UNDER HIS WINGS HIS JUNIOR COLLEAGUES AND OFFERS THEM ORGANIZATIONS CULTURE, VALUES, ETC
MENTORING IS ESSENTIALLY A COLLABORATION, WHEREBY THE MENTOR WORKS WITH THE MENTEE TO ENHANCE LEARNING AND ADDRESSES ISSUES AND CHALLENGES
Four basic styles of helping

Excludes client Telling manipulating
Problem Centred_________________________ Advising

Includes clinet
Client centred counselling
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.
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
The mentoring wheel Interpreter advocate Organization base Coach , Learning (develop ConsulDevelopment Competence) tent base
Interpersonal counselor base (best interest
Of individual)
Context base (solving Problems)
Process consultant
6. Mentoring
SYSTEM OF MENTORING in NTPC
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
MENTORING
(ANKUR)
MENTORING IN 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 )
BENEFITS OF MENTORING
THE COMPANY
Demonstrated commitment to employees 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
MENTEE
Development needs addressed Increased understanding of the companys 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!

MANAGER
Motivated employees with higher morale Confirmation of your assessment of the employees potential Greater employee productivity through increased skills and knowledge A more efficient operation with reduced turnover
HR STRATEGY
Competence Building
Culture Building
MENTORING HR STRATEGY
Commitment Building
System Building
HRa Strategic Partner

Business Imperatives for 2017
HR Imperatives
Competency

Commitment
56000 MW through
Diversified generation Portfolios Backward & Forward integration in the energy Value chain
Coal mining & Washeries Distribution & Trading
Talent Induction Talent building Right Placement PMS Career Development system Leadership Development
Strong compensation & Incentives High welfare orientation Social security measures Rewards & Recognition
Culture

System
Flatter Organisational Structure IT enabled Systems Agile Organisation Organisation introspection & Renewal
Achievement orientation Globalisation Team Building Changing Openness & Trust ownership pattern Quality of life Value based Sectoral & behaviours Technology Participative leadership management bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN Corporate identity
MENTORING
(ANKUR )
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
MENTORING
(ANKUR )
FAILURE TO ESTABLISH RAPPORT
UNDER OR OVER-MANAGEMENT
COMMON PITFALLS
POOR OBJECTIVE SETTING
FOR
MENTORING RELATIONSHIPS
PROBLEMS FROM OTHER PEOPLE LACK OF TIME
BREACHES OF CONFIDENTIALITY
MENTORING
(ANKUR )
MENTORING MYTHS
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 bratanreddy@yahoo.com;
09849685350;WWW.RGBS.IN
MENTORING
(ANKUR)
(AN INTRODUCTION)
MENTORING SYSTEM IN NTPC
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
(ANKUR)
SYSTEM OF MENTORING FOR EXECUTIVE TRAINEES

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
MENTORING
(ANKUR)
SYSTEM OF MENTORING FOR NEW EXECUTIVES

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 bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN
MENTORING
(ANKUR )
OBJECTIVE OF MENTORING SYSTEM FOR EXECUTIVE JOINEES (E1 E4 level)

EXECUTIVE IN THE COMPANY
NEW
TO REMOVE APPREHENSIONS AND DIFFICULTIES FACED BY A NEWLY JOINED 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 bratanreddy@yahoo.com; 09849685350;WWW.RGBS.IN
MENTORING
(ANKUR )
OBJECTIVE OF MENTORING SYSTEM FOR NTPC NONEXECUTIVES APPOINTED AT EXECUTIVE LEVEL

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
360-degree feedback Development Assignments Infosys culture workshop Development relationships Leadership skills training Feedback incentive programs System process learning community empathy and Action learning bratanreddy@yahoo.com;
09849685350;WWW.RGBS.IN
Model for Leadership Development Nine-Pillars Model INFOSYS
MENTORING FOR LEADERSHIP DEVELOPMENT SATYAM COMPUTERS
James M. Kouzes & Barry Z. Posner. 1993. Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.
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

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
SATYAM Level 5 MENTORING FORLEADERSHIP
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
Benefits
Increased Motivation Reduced Stress & Conflicts Reduced Staff Turnover Cultural Harmony & Industrial Peace Enlarged & Positive Participation Reduced Absentism
THANK YOU

Mentoring

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MENTORING

Four basic styles of helping

Problem Centred_________________________ Advising

Client centred counselling

Research findings on Mentoring?

Interpersonal counselor base (best interest

Context base (solving Problems)

Mentors (senior executives) are identified by project HR in consultation with

Mentoring a win-win for everyone!

HRa Strategic Partner

WHAT MENTORING IS NOT ?

A JOB LOCATING SERVICE

A WAY OF WORKING OUTSIDE THE SYSTEM

FAILURE TO ESTABLISH RAPPORT

MENTORING SYSTEM IN NTPC

SYSTEM OF MENTORING FOR EXECUTIVE TRAINEES

entrants i.e. Executive Trainees

SYSTEM OF MENTORING FOR NEW EXECUTIVES

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

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

OBJECTIVE OF MENTORING SYSTEM FOR NTPC NONEXECUTIVES APPOINTED AT EXECUTIVE LEVEL

Model for Leadership Development Nine-Pillars Model INFOSYS

MENTORING FOR LEADERSHIP DEVELOPMENT SATYAM COMPUTERS

Task AND Maintenance

SATYAM Level 5 MENTORING FORLEADERSHIP

New Leadership Competencies

The Leader's Handbook/MENTORING

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