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Mentoring Planning Document V 0.2 09 Mar 2011. Agenda. Overview Program & Functional Design Win-win Relevance Quality Scalability Stakeholder Analysis Risk Factors & Mitigation Tactical Actions. Overview. Mentoring. Focuses on professional & personal coaching.
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Agenda • Overview • Program & Functional Design • Win-win • Relevance • Quality • Scalability • Stakeholder Analysis • Risk Factors & Mitigation • Tactical Actions
Mentoring Focuses on professional & personal coaching. Two way street- overseas professionals can mentor local graduates, whilst receiving mentoring from corporate leaders in Malaysia Our team has experience in running the Malaysian Professionals Network (MPN) in London.
CV samples Accounting Like/unlike button Reference literature Investment Banking Recommendation & # links Featured Profiles Strategy Consulting Most popular profiles Forum Enterpreneurship Forum Quality Control DIY Improvement Ranking by mentors/other members Ranking by mentors/other members Select Industry Preference Mentees Mentees Mentees Mentees Mentees Mentees
Mentoring (Pilot) • 3 layers- Layer I- EVP, Level II- 3-5 years experiences, Level III- graduates • Pilot scheme focus on 5 Class A’s (which means 15 Level II’s, 45 Level III’s) with one to one relationships. • Two-way feedback + embedded functionality to graphically visualise the mentoring trees and relationships. • Phase I- Focus on professional services Layer I (corporate leaders) Class A X Y Z Layer II (professionals) Layer III (graduates) X1 X2 X3 Y1 Y2 Y3 Z1 Z2 Z3
Tier 2 Mentors Members of Public Tier 1 Mentors Stakeholder Diagram Mentees Corporations GLCs/ Govt Other players
Tier 1 Mentors My Gains • Networking with other Tier 1s • Recruitment within a specific talent pool • Enhanced profile for your corporation • Skillsets development My Costs • How much time do I need to spend for each mentees? • Commitment is to be at least 6 months (ii) Monthly touch-base My Mentees • Am I assigned to a mentor of my choice? (i) • How do you guarantee the quality of my mentees? • How does the mentoring work? Will Korang be conducting events/ greet & meet with mentors and mentees? • What if my mentees are not interested? • Will I be able to work together with other people’s mentees? • Is there visibility on whom I can meet? • My time is extremely limited. For something I could do via email with my own discretion, why should I take the time to log in to Korang to provide mentoring to the mentees of my choice? • If it is for recruiting, I have my HR and headhunters to do the job for me, which has proven to be more effective. How does this work in my favour? (i) HR can funnel mentors to the Korang scheme- which is then
Tier 2 Mentors • My Gains • I am currently doing it via facebook and linked in already. What is your niche market? • Do I mentor university graduates as well? • Do I get to choose who will be my mentors and mentees? • What if my mentees are not interested to look for jobs? Will I be assigned to other mentees? • My current job scope is very specialised and not many are interested in my job scope. How can I contribute? • ...
Mentees • My Gains • My Costs • Can I choose my mentor? • What kind of advice will I get from Tier 1 and Tier 2 mentors? • To what level of interactions with my mentors am I allowed? • Will my mentors guarantee me a job in their company? • If I am applying to my mentor’s company, will it be seen as unfair if I were to asked my mentor to coach and prep me for the interview? • How do you moderate the conversation to be job-related or is it intentional that we develop a close personal relationship with the mentors? Are there any boundaries set by Korang?
Govt/ GLCs • My Gains • What is my role as a govt agent/ GLC and how can I contribute to Korang? • Will there be competition with the private corporations for the same pool of talent? • How much time should be dedicated to updating the company’s profile on the site? • How much disclosure should is expected? • Do you screen talents for me as well? • If I were to nominate a mentor from my firm, can I change the mentor assigned from time to time? Do I have a control on who should be a mentor from the firm?
Corporations • My Gains • What is my role as a corporation and how can I contribute to Korang? • Will there be competition with the govt agencies/ glcs for the same pool of talent? • How much time should be dedicated to updating the company’s profile on the site? • How much disclosure should is expected? • Do you screen talents for me as well? • If I were to nominate a mentor from my firm, can I change the mentor assigned from time to time? Do I have a control on who should be a mentor from the firm?
Other Players • My Gains • If I am not interested in mentoring or being mentored for now, why should Korang interest me? • Can I be active only when I choose to and not follow a particular mentoring programme (if any?)
Members of public • My Gains • If I am not interested in mentoring or being mentored for now, why should Korang interest me? • Can I be active only when I choose to and not follow a particular mentoring programme (if any?)
Marketing & Rollout • Phase 1 To get it started, can I suggest we create a mentoring brand, ie, "Mentor Korang", leverage on facebook to launch this program. -- ppl will sign up, panel will decide and communication will be informal (via fb, email etc) -- this will serve as an easy launchpad to the program as users will be more inclined to join via a familiar interface -- can rake up users which will form the foundation of our fb fanpage Phase 2 and beyond Once the site is done up, we can follow the outline below -- However, I forsee that comms will happen informally and sporadically. -- the important thing to note is that we have korang branding all over. -- we should also do a case study on a success story which could help with our marketing. To confirm, the comic strip is on "How the Mentoring Works?"
