Business Process Consulting - Mentoring Staff Development
by Peter McLean
Successful business owners and effective managers pay careful attention to running mentoring programs in their businesses.
In keeping with their Mission, Vision, Values and superior customer service, these high performers ensure that their employees and potential leaders get the best possible support, guidance and mentoring.
This developmental approach encourages employees to work to the highest level of quality and effort.
Quality mentoring and support processes and programs demonstrate and ensure a standard of excellent customer service, build capability into your business and send a clear message about the value you place on your staff.
The objectives of mentoring staff development are to:
Mentoring is a planned, two-way leadership skills development process, between the mentor, responsible for providing this service, and the person being mentored.
- deliver high quality and accountable customer service
- have a skilled and competent workforce
- create sound employee relationships and job satisfaction
- improve communication and business management skills
- provide professional and career development pathways
- underpin succession planning outcomes
Mentoring programs require four prerequisite conditions in the business to be effective. These conditions set the climate for excellent mentoring programs.
Mentoring Must Be Conducted Within A Supportive, Integrated Approach
The mentor must integrate his or her role and function into the context of the business.
The Mission, Vision and Values, the strategic nature and direction of the business, the small business plan and the leadership development frameworks and processes that the business operates within all form this context.
The task of mentoring is to validate others' work performance and to give constructive feedback and advice.
The mentor provides charges with opportunities for reflecting on their work practices, working through ideas and enhancing leadership skills development.
The mentor must be committed to ongoing learning and development themselves and reflect on their own role as mentor, to ensure professionalism is maintained.
Mentoring Must Be Clearly Defined
The mentor has three main parts to his or her role, namely, administrative, educative and supportive.
The administrative function includes orientation, planning and assignment of the work to be done and the documenting of individual development plans and work plans derived from activities spelled out in the small business plan.
Achievements must be defined with proper accountabilities, responsibilities and time frames in place.
The educative function involves sharing information and experience, books to be read, modeling expected behavior and discussion.
It involves helping the person to become more self-aware and self-disciplined and puts them on a path of lifelong learning. This important part of the role promotes the development of emotional intelligence in the business world, and includes the use of psychometric analysis and self-reporting and learning tools, as well as personal reflection.
The supportive role ensures confidentiality and trust are maintained in the midst of the day-to-day pressures of the job, sorting out priorities and focusing on the main game of the business.
The Business Must Demonstrate Commitment To Ongoing Learning
Mentoring staff development programs must be integrated into business objectives. Set agreements between mentors and people being mentored should outline and document the business policy, procedures, processes, goals and measures.
The business itself must espouse the values of learning and development and back this up with a budget that ensures its success.
Too often, businesses talk about professional and organizational development, without being prepared to make the investment that is required in delivering such programs.
Mentoring Must Be Grounded In Self-Management And Self-Correction Principles
Owners, managers and employees in high performing effective businesses are all avid believers in taking responsibility for their own actions.
In the context of the value based business, this includes making the personal commitment necessary to ensure self-management and self-correcting behaviors are adopted and adhered to by everybody in the business.
This requires the commitment of time and other resources by the person who is reaping the benefit of participating in the mentoring staff development program.
Peter McLean is a highly experienced Coach, Senior Manager, Consultant, Business Owner and Company Director. He successfully coaches top Executives in some of Australia’s leading multi-national companies. One such Senior Executive recently won an International Award for Excellence within his particular field. In addition, Peter works extensively in the Public, Private, Commercial and Not-for-Profit sectors, delivering outstanding results for his clients. To learn more of how you can benefit from Peter’s experience, visit the Essential Business Coach web site!