Mentor your employees to success

Mentor

Your Employees

To Success

Corné ErasmusPCS Learning Solutions

www.pcslearningsolutions.co.za

™

Copyright PCS Learning Solutions cc Personal Competence = SMART

Presentation Map

• Mentoring defined

• Mentoring contextualized

• Mentoring classification

• Mentoring fallacies

• Mentoring imperatives

• Mentoring benefits

• Mentoring case study


Mentoring Defined


Mentoring Defined

“A relationship between two people with

learning and development as its

purpose.”

(Megginson & Garvey)


Mentoring Defined

A mentor is an experienced person with a

proven success record (profile) in a

specific area of expertise.

Has experience, willingness to share & advise;

capability to engage and transfer tacit

knowledge.


Mentoring Contextualized


Psychology of Learning

Skills

Coaching

Performance

Coaching

Mentoring

Learning

Training


Learning Objectives

Intervention Objective

Training Transfer

Skills Coaching Development

Performance Coaching Improvement

Mentoring Transformation


Learning Model

Unconscious

Incompetence

Unconscious

Competence

Conscious

Competence

Conscious

Incompetence


Reflective Learning

Double loop learning

Single loop learningTraining

Skills coaching

Performance coaching

Mentoring


Mentoring & Learning

• Active learning (experience, reflection, meaning)

• Goal achievement

• Adjustment

• Double loop learning

– Extraordinary management

– Create chaos needed to destroy old paradigm

– Create new paradigm of perception & behaviour

• Transformation


Mentoring Classification


Mentoring Classification

Functionalist

Mentoring

Engagement

Mentoring

Evolutionary

Mentoring


Functionalist Mentoring

• Adopts a rational reality model

• Promotes objectivity

• Is instrumental in maintaining an equilibrium in the work context.

• The mentoring purpose is to keep the reality unchanged.

• Directive process

• Learning outcome: improvement

• Grooming the junior to adapt and conform to the work context

within a hierarchical structure.

• “A relationship between a young adult and an older, more

experienced adult, that helps the younger individual learn and

navigate in the adult world and the world of work.” (Kram)


Engagement Mentoring

• An agreed activity

• Purpose is prescribed

• Mentee may / may not be aware of purpose

• Takes a humanistic stance that respects mentee’s subjective

world

• Learning outcome: improvement

• Objective: leaving underlying values and systems in place


Evolutionary Mentoring

• An agreed activity between mentor and mentee.

• Goals are generated by the mentee

• Process is person-centered

• Learning outcome: transformation

• “A true mentor fosters the young adult’s development by

nourishing the youthful Dream and giving it her

blessing, believing in the young woman, helping her to define

her newly emerging adult self in its newly discovered adult

world, and creating a space in which she can move towards a

reasonably satisfactory life structure that contains the dream.”

(Levinson)


Mentoring Continuum

Informal Semi-formal Formal

Classical mentoring

A naturally chosen,

personal and emotional

enabling relationship

in an organisational and

professional context.

Formal programmes true

to nature of classical mentoring:

•Self-selection of mentors

•Mentor choice

•Mutual setting of goals & outcomes

•Informal mentor support structures

Formal programmes with some

elements of classical mentoring;

•Random allocation

•Forced matching

•Identified goals & outcomes

•Monitoring processes

•Formal support structures


Mentoring Fallacies


Common Fallacies

Years service makes a mentor

Anyone is a mentor

No confrontation

No training required


Mentoring Imperatives


Mentoring Must DO

1. Identify target audience

2. Clarify objectives of mentoring

3. Select mentoring model

4. Develop mentoring strategy & system

5. Carefully select mentors

6. Formally capacitate mentors

7. Deliberately match mentors & mentees

8. Provide support structure


Mentoring Benefits


Core benefits

• Specific employee engagement

• Goal directed individual development

• Workplace learning and growth

• Real time recognition

• Personal development encouragement

• Work expectations clarified

• Increased learning retention

• Double loop learning – reflective learning

• Tacit knowledge transfer

• Job satisfaction

EnquiriesCorné Erasmus

076 972 [email protected]

HRD Strategy Consulting

Coaching & Mentoring Systems

Instructional Design

ETDP Accredited Provider

ETDP 10094

www.pcslearningsolutions.co.za

Business

Mentor your employees to success