Hbr ppt mentoring - roseen

Mentoring Millennials
by Jeanne C. Meister and Karie Willyerd
Robert D. Roseen
California Baptist University Business 343 – Human Resource Management
Professor P. Flaherty June 26, 2013

WHATAREMILLENIALS?
The People Born Between 1977 and 1997
Reputation for Being Attention Sponges
Most Socially Conscious Generation since the 60’s
X Doesn’t Mark the Spot
The 88 million Millennials
Vastly outnumber Gen Xers,
who are just 50 million
strong
Place a Strong Emphasis on work that is Personally Fulfilling

WHATAREMILLENIALS?
What Motivates Gen Y and Boomer Talent
Click here if you are having trouble viewing this video

TYPESOFMENTORING
TYPES OF MENTORING THAT WILL HELP PREPARE
MILLENNIALS FOR SUCCESS
REVERSE MENTORING
GROUP MENTORING
ANONYMOUS FEEDBACK
MICROFEEDBACK

REVERSEMENTORING
This approach shifts the responsibility for organizing mentoring
To line employees who learn from senior executives by
mentoring them.

REVERSEMENTORING
The reverse mentoring program began with a group of
technologically-savvy employees who were at early stages in
their professional careers sharing their knowledge of social
media with The Hartford’s senior managers. Company
leadership began learning the value of a multigenerational
workforce for sustaining its rank in the industry and its
standing as an employer of choice. In addition, the group was
pleased with senior managers’ positive response to their
suggestions and viewed it as a welcome opportunity to get to
know and work closely with the company’s leaders.
IN THE WORKPLACE

GROUPMENTORING
Led by a senior manager or peer-to-peer, the company sets up a
Technology platform that allows employees to define mentoring
In their own terms.

GROUPMENTORING
A key indicator of career success for lawyers is
having a supportive mentoring environment.
Through our group mentoring program, we aim
to build networks for minority lawyers and
support a new generation of diverse leaders in
our legal community.
Each of our mentoring groups is led by two
experienced mentors working with eight to 10
participants. Our groups are open to lawyers
from all backgrounds and practice areas who
have been admitted to the bar eight years or
less.
IN THE WORKPLACE

ANONYMOUSFEEDBACK
This method uses psychological testing and a background review
To match mentees with trained mentors outside the organization.

ANONYMOUSFEEDBACK
The goal of the Union’s Abstract Mentor Programme is to provide
an opportunity for young and/or less experienced abstract
submitters to ask for feedback from experienced abstract
submitters. The programme is especially targeted at researchers
from resource-limited settings who lack access to opportunities
for rigorous mentoring in research and writing.
The programme is completely independent of the abstract
review and selection process and is entirely dependent on
volunteer experienced researchers acting as mentors. Mentors
will provide one-time, anonymous feedback on the writing and
format of an abstract and not on the content or science
presented.
IN THE WORKPLACE

MENTORINGWITHMICROFEEDBACK
Providing employees with quick, concise and nearly real-time
Feedback.

MENTORINGWITHMICROFEEDBACK
Susan Hutt is now the senior vice president of services and
product development at Camilion Solutions, a Toronto-based
software company. At her previous job as a senior VP of
Workbrain, a San Jose–based software company, she realized she
needed to change the way she coached her staff. Millennials
made up most of her workforce and, she says, “wanted constant
feedback and in-formation on their career progress.” Hutt
instituted quarterly reviews and an on-line, on-demand
assessment system that limited feedback to 140 characters. To
employees accustomed to instant messaging, texting, and
Twitter, the brief advice and suggestions for improvement felt
digestible and timely, not curt. The system also allowed them to
hear—quickly—from a broad set of people and find out whether
they were on the right track.
IN THE WORKPLACE

WHATMILLENNIALSWANT
Top 5 Characteristics:
- Will help me navigate my career path
- Will give me straight feedback
- Will mentor and coach me
- Will sponsor me for formal
development programs
- Is comfortable with flexible schedules
… From Their Boss

WHATMILLENNIALSWANT
Top 5 Characteristics:
- Will develop my skills for the future
- Has strong values
- Offers customizable options in my
benefits/ reward package
- Allows me to blend work with the rest
Of my life
- Offers a clear career path
… From Their Company

WHATMILLENNIALSWANT
Top 5 Things Millennials want to Learn:
- Technical skills in my area of expertise
- Self-management and personal
productivity
- Leadership
- Industry or functional knowledge
- Creativity and innovation stratagies
… to Learn

ABOUTTHEAUTHORS
Jeanne Meister is an internationally
recognized leader in creating innovations in
the operation and management of an
enterprise learning function. Jeanne’s
expertise spans the development of a best
practice corporate university to the creation
of innovative social networks for learning.
Jeanne C. Meister

ABOUTTHEAUTHORS
Karie is the Vice President and Chief
Learning Officer at SuccessFactors, a
human capital software company. Prior to
that she was the cofounder and CEO of
Jambok, the industry's first informal social
learning software platform, which was
acquired by SuccessFactors in March,
2011.
Dr. Karie Willyerd

PERSONALEXPERIENCE
I personally benefited from a mentor when I first started in Video Production.
What I learned from her taught me more than just technical know how but also
haw to succeed in the industry as well. I was able to make mistakes under her
guidance without the fear of a catastrophic failure. I’ve tried to use some of the
techniques I learned from my mentor in teaching the interns I know lead.

Conclusion Companies that are able to institute
mentoring programs stand to
experience benefits beyond those
experienced by the Millennials they
employ. Many companies benefit from
increased communication and
productivity. Furthermore, companies
who take Millennials needs in to
account are more likely to have a
competitive advantage in attracting,
developing and keeping tomorrow’s
talent.

REFERENCES"Abstract Mentor Programme." The Union - 40th World Conference. N.p., n.d. Web. 27 June 2013. <http://www.worldlunghealth.org/
conf2013/index.php/programme/abstracts/abstract-mentor-programme?tmpl=component&print=1>.
"Dr. Karie Willyerd - Center for Effective Organizations." Center for Effective Organizations. N.p., n.d. Web. 27 June 2013. <http://
ceo.usc.edu/programs/dr_karie_willyerd.html>.
"Jeanne Meister - Expert in Corporate Branding, Corporate Marketing, and Social Learning Across the Enterprise." Jeanne Meister -
Expert in Corporate Branding, Corporate Marketing, and Social Learning Across the Enterprise. N.p., n.d. Web. 27 June 2013.
<http://jeannemeister.com/>.
" Group Mentoring Program." Boston Bar Association. N.p., n.d. Web. 27 June 2013. <http://www.bostonbar.org/sections/diversity-
inclusion/group-mentoring-program>.
"Reverse Mentoring at the Hartford: Cross-Generational Transfer of Knowledge About Social Media - Innovative Practice Brief (Case
Study)." Boston College. N.p., n.d. Web. 27 June 2013. <http://www.bc.edu/content/bc/research/agingandwork/archive_pubs/
hartford.html>.
"What Motivates Gen Y and Boomer Talent ." YouTube.com. N.p., n.d. Web. 26 June 2013. <https://www.youtube.com/watch?
v=fVHnug8H1MM>.

Hbr ppt mentoring - roseen

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Hbr ppt mentoring - roseen

Semelhante a Hbr ppt mentoring - roseen (20)

Último

Último (20)

Hbr ppt mentoring - roseen