Introducing a mentoring system into an organization is much more difficult than inviting a business trainer from time to time to conduct training on a given topic. However, it is the institution of mentoring that ideally corresponds to modern approaches in management.
For example, the popular model of a "turquoise" organization without KPI and a classic control system. The invited trainer is not familiar with the company's business processes and cannot delve deeply into all the intricacies, given the observance of commercial secrets.
Selecting Mentors
A mandatory condition overseas chinese in canada data in mentoring is the internal motivation of a person to share experience and knowledge, to help other people. Also, this should be an experienced specialist, a professional in his field. Deep knowledge and experience combined with the desire to teach others are the basis of effective mentoring. At the same time, it is important for the manager to reward such employees financially, as this is an additional burden. Any work with people is always an energy-consuming process.
Selecting Mentors
Mentors in a company are most often department heads or specialists with a higher position and expertise than their protégés. The mentoring position for such employees is a way to advance in the company and develop their competencies.
If the head of a department takes on the function of a mentor, it is important for the HR manager to adequately assess his capabilities in developing ordinary personnel without compromising his own professional growth. In addition, it is important that the mentor can realistically assess the mentee without dictating his own vision to him. Providing developmental feedback, sharing experience, but not imposing an opinion are not the easiest tasks even for top managers.
A mentor should be able to motivate the mentee and create an atmosphere of interaction and cooperation, but with established personal boundaries and designated responsibilities of the parties. It is important to constructively criticize and note the employee's real achievements. Such competencies of the mentor will make mentoring effective.
The best option is if the mentor and the mentee choose each other themselves. If this is problematic to organize, then the compatibility of employees must be taken into account for the best result.
Digitization of processes
The goals and results of mentoring can be clearly assessed if the company has implemented a system for digitalizing personnel competencies. Its analysis shows in which processes the employee lacks knowledge and skills, what professional qualities need to be improved to achieve the goals outlined during mentoring.
A portrait of the desired competencies that the mentee strives for can be created. For example, there is a convenient platform called Avilar. With its help, you can create a visual digital portrait of any employee. Such digitalization of job and personal competencies will allow you to structure skills and knowledge, visually track professional growth or, on the c