Introduction:
This program has been designed to support those organizations seeking to introduce an organizational Mentoring Culture into their work company environment. The course delivers a detailed step by step recipe for establishing and sustaining a comprehensive mentoring framework within the organization.
The benefits Organizational Mentoring can bring to your organization include;
• From an HR
perspective Organizational Mentoring’ supports ‘Talent Management’, improves employee retention, increases morale, accelerates leadership, builds stronger and cohesive teams and promotes organizational learning.
• Organizational Mentoring engages stronger synergy and commitment across all levels of the organizational structure, pulling together the individual processes which often work in a fragmented manner giving rise to a lack of accountability, harmony and responsible direction.
Objectives:
Discover the benefits Organizational Mentoring bring to the organization large or small.
• How to prepare your organization or department to embrace a mentoring culture within its framework.
• Understand the ‘culture’ of your organization and its impact and influence on employee behavior, achievements and the strategic performance of the organization.
• Delegates with work through the key strategic points of introducing an organizational Mentoring framework and culture into their company.
Who should attend:
Engineers and Project Managers.
Top Management
Marketing Managers
Sales Managers
Operations Manager
Finance Manager
Human Resources Manager
Daily Outlines:
Day 1:
Session 1
What is Mentoring?
* Explore the definitions of Mentoring.
* What is Mentoring? What experience do the delegates have in Mentoring?
* What is the difference between Mentoring and Coaching?
* Explore Maslow’s ‘Hierarchy of Needs’ theory.
* What are the measurable benefits of introducing an organizational?
* Mentoring framework and resulting culture into the
organizational.
Session 2
Organizational Mapping
* What do we understand by ‘Organizational Mapping?’
* Introduce the ‘Organizational Mapping’ process
* How to
indentify and recognize the organizational ‘Learning Anchors’ that already exist within the company
* Explore and manage the ‘Consistency’ of Practice’ processes within your company
* Discover the learning style of the organization, department or team?
Day 2:
Session 3
Organizational Culture
* Understand what ‘Organizational Culture’ is, and its impact on employee behavior and commercial performance.
* Schein Theories of Culture & Leadership –Examine the ‘Cultural
Dynamics’ of the organization through the identification of diverse cultures and
sub cultures found in the company.
* What is understood by the term a ‘Learning Organization’?
Examine the 7 Learning Disabilities with an organization (Peter Senge.) Discover their influence and impact on individual and organizational performance.
Session 4
Building A Learning Culture
* Understand the characteristics of a Learning Organization.
* Introducing the 7 key management processes.
*Organizational Mentoring
* Explore the Theory of the 5th Discipline (Peter Senge)
* Discover what issues and practices stop or slow down individual and organizational performance.
* Understand how we learn. Examine the characteristics of Kolb’s learning theory
* Investigate McGregor’s ‘X’ and ‘Y’ theory
Day 3:
Session 5
Implementing A Mentoring Culture
* How to prepare the ‘Planning Model’ Who will be included and engaged in the initial planning?
* How to manage the 3 elements of the Planning Model – Readiness,
Opportunity and Support.
* Explore Daloz Theory which defines the7 functions that support Organizational Mentoring
* Establishing the planning group guidelines.
* How to successfully manage the processes of implementation.
* Identifying danger areas and
short comings associated with the Implementation process.
* Define and categorize what we mean by mentoring and education
* Promoting demand towards mentoring within the organization.
Session 6
The Hallmarks of Mentoring
* Examine the 8 ‘hallmarks’ of Organizational Mentoring.
* How to create a ‘Mentoring Pool’
* Building and managing a Knowledge Management checklist.
Day 4:
Session 7
Securing Mentoring Alignment
* Aligning the implementation process with the organizational framework
* Introducing and working with the Mentoring Alignment Tool.
* Identify role functions and managing the ‘Gap analysis’ process.
Session 8
Promoting Accountability
* Define what we understand by the term ‘Accountability’
*Organizational Mentoring
* Clarify expectations – measurable and none measurable.
* Define roles and responsibilities of
the all participants and ‘
stakeholder’s.
* Introducing a monitoring process and a mean of measuring results and performance.
* Define and lay out the ‘Feed-back Cycle.
* Explore the approach and practices of ‘
Cross Cultural’ mentoring and the types of approaches to be used.
Day 5:
Session 9
The Importance Communication
* Understanding the challenges of organizational communication in the Organizational Mentoring process.
* Compiling and managing a Communication Check List.
* Understand how communication transforms resistance.
* Explore Schuler Theory – Why People Resist Change’
* Discover how Communication promotes Knowledge sharing within large organizational structures.
* Manage mentoring communication – deciding the objectives and communication styles and methods for each ‘stakeholder’.
* Managing the communication process of Question and Answers.
Session 10
Pulling it All together.
* An integrated session designed to pull together all theory and
practical exercised together. To allow the delegate to depart with a clear ‘road map’ supporting by working documents and templates which will allow them to manage the role and function of Organizational Mentoring to their
respective company.
