1 / 36

Managing Talent & Mentoring in the Fast Lane

Managing Talent & Mentoring in the Fast Lane. Michael A. Potter. Managing Talent & Mentoring in the Fast Lane. Michael A. Potter Chief Executive Officer Michael A. Potter International The 8 th Middle East HR Conference & Expo Dubai, February 25 th , 2009. Michael A. Potter. UK Born

kuri
Télécharger la présentation

Managing Talent & Mentoring in the Fast Lane

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Managing Talent & Mentoring in the Fast Lane Michael A. Potter

  2. Managing Talent & Mentoring in the Fast Lane Michael A. Potter Chief Executive Officer Michael A. Potter International The 8th Middle East HR Conference & Expo Dubai, February 25th, 2009

  3. Michael A. Potter • UK Born • Head of MPA for 15 years • Writer/Lecturer/Speaker/Consultant • International Experience • Fellow of CIPD (UK) • Author of the book “Mentoring in the Fast Lane” • Not Related to Harry Potter!

  4. Michael A. Potter International • HR & Management Consultants • Training Specialists • Organisational Development • International Focus

  5. Global Business Climate • Credit Crunch • Financial Meltdown • Job Cuts • Winners/Losers • Globalisation • Increasing client demands

  6. Global Business Climate • Technological advances • Changing organisational structures • High job turnover • Increased concern with employees’ wellbeing • Focus on personal growth

  7. Recent Global Talent Survey • 1396 organisations, over 60 countries • Skills resource shortages • Today's critical talent issues • Impact of talent issues on organisation • Plans to address talent issues

  8. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

  9. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

  10. Talent Shortage Source: Deloitte Global Talent Pulse Survey Results 2005

  11. Critical Issues • Attracting New Talent • Retention of Key Talent • Increasing Demand for Work/Life Balance

  12. Global Talent Index Middle East is losing global battle for talent • Survey of 30 countries by Heidrick & Struggles • Saudi Arabia, Egypt & Iran in the bottom 5 of the Global Talent Index • Estimated that UAE would receive a similar rank • Middle East countries are not expected to make a significant change within the next 5 years • USA – biggest talent hotspot

  13. 3 Key Strategies

  14. Recruitment Effective Recruitment Processes: • Alignment with organisation objectives • Vigilance when sifting • Staff with right competencies

  15. Recruitment Succession Planning Through Effective Investment • Graduates and Junior Managers • Internships

  16. Development Learning & Development • Offer learning and development opportunities • Promotion to different departments • Opportunities for everyone

  17. Development Role Design • Expand job roles – job enrichment & enlargement • Whole process instead of confined routines • Broaden skills

  18. Retention Culture • Culture fit • Organisational citizenship • Work/life balance & job security

  19. Recruitment, Development, Retention Mentoring as a Solution • Environment of constant learning • Challenges Talent to stretch & strengthen their skills • Provides opportunity to gain new competencies & experience • Engages Talent in a discussion focused on their career development & expectations

  20. Recruitment, Development, Retention Result: • Attracting Talent through the promise of personal development • Retaining Talent as enhanced job satisfaction & increased organisational commitment result in lower turnover rates

  21. What is Mentoring? • The word mentor derived from Greek mene (think) • Greek mythology: Mentor, a friend of Odysseus (an Ithacan king), was entrusted with the education of Telemachus

  22. Role of a Mentor • Wise Counsellor • Trusted Advisor & Guide • Confidant • Career Developer • Role Model • An “Inside Ear” • Sounding Board • Coach

  23. Benefits to the Learner • Access to professional counselling • Maximising learning opportunities • Clear goals • Early contribution • Networking and crossing departmental boundaries

  24. Benefits to the Mentor • Personal learning • Job enrichment • Exposure to new attitudes • Movement across departments

  25. Benefits to the Organisation • Learning culture • Responsive to change • Increased department interaction • Improved competency & efficiency • Rapid transfer of experience • Improved recruitment & staff turnover • Improved cross-functional co-operation

  26. Informal Mentoring • Unstructured process • Not imposed • Naturally developed bond • Not monitored by the training department

  27. Formal Mentoring • Structured process • Depends on different formal programmes • Thorough preparation. • Requires a strong involvement of line managers & training department

  28. A Successful Mentoring Session

  29. Mentoring Process

  30. Role of HR • Central in designing and managing mentoring • Choice of mentors • Managing relationships • Evaluating success

  31. Case study: Executive Mentoring at UBS CONTEXT • Financial services company operating globally • Present in Dubai & Abu Dhabi • Series of changes, mergers and acquisitions

  32. Case study: Executive Mentoring at UBS • Objective: be in effect ‘one firm’ operating an ‘integrated business model’ • Solution: the leadership of the bank needs to be united • Key element: Mentoring to deliver awareness

  33. Why should we implement mentoring? • Rapid change • Learning-to-learn • Mentoring is a most effective method • Mentoring benefits all • Mentoring can work most organisations!

  34. Points to remember • Executive mentoring – high level • Remote mentoring doesn’t always work • Personality clashes • Commitment issues • Different goals • There has to be an end • What happens next?

  35. “Mentoring in the Fast Lane” Author: Michael A. Potter Publisher: Lulu http://www.lulu.com/content/2612243

  36. Thank you! Any Questions?

More Related