1. H.R.D.-MENTORING
AND PERFORMANCE
MANAGEMENT

2. Contents:
 MENTORING
• MEANING
• BENEFITS OF MENTORING
• TYPES OF MENTORS
 PERFORMANCE MANAGEMENT
• MEANING
• SYSTEM
• PROCESS

3. Mentoring:
 Mentoring is a powerful personal development and empowerment tool which
supports and encourage people to manage their own learning in order that
they may maximise their potential, develop their skills, improve their
performance and become the person they want to be.
 Mentoring is a partnership between two people (mentor and mentee)
normally working in a similar field or sharing similar experiences. It is a
helpful relationship based upon mutual trust and respect.
 Mentor set's brand of mentoring is person focused. It is less of a formalized
professional relationship and more of a partnership; more like a friendship.
 Mentoring is a formal or informal relationship established between an
experienced, knowledgeable employee and an inexperienced or new
employee.
 A mentor is a guide who can help the mentee to find the right direction and
who can help them to develop solutions to career issues.
 A mentor should help the mentee to believe in his or herself and boost their
confidence. A mentor should ask questions and challenge, while providing
guidance and encouragement. Mentoring allows the mentee to explore new
ideas in confidence.

4. Benefits of Mentoring:
 The employee feels supported and has a mechanism for working through
any problems that exist as a result of being in a minority.
 Women often – but not always – feel more comfortable being mentored by
another woman.
 Mentoring includes training, support, encouragement, advice and guidance
from people who have both 'done it before' and are usually independent of
the mentee’s current organisation.
 Both the mentees and mentors gain confidence and leadership skills.
 Mentees report the benefits of a different perspective.
 Mentees are more likely to plan and apply for promotions.
 Mentors and mentees can gain insights into best business practices in other
companies.
 The process allows mentors and mentees to make useful networking
connections, and have access to role models.

5. Types of mentors: 4C’s
1. COACH
2. CONNECTORS
3. CHEERLEADERS
4. CHALLENGER

6. 1. The Coach :
Parents will be your first coaches. If they're good, they'll
encourage you when you're down, listen, and help you figure out solutions to
incoming problems. They can coach you through tough moments, think big
picture on projects and ideas, and help you solve work-related problems. Their
satisfaction is knowing they are paying it forward by helping someone younger
who has potential.
2. The Connector :
These are some of the most important mentors to have
and they are pretty rare. Most people are very inward looking. Connectors are
outward-facing people whose very satisfaction comes from helping people meet
each other.

7. 3. The Cheerleader :
These are the people whom you can call after getting
a big promotion and they will be as thrilled for you as your mother. In a
sometimes cutthroat world, you need people who will genuinely be happy for
you and who will be there when everyone else has left--i.e., after your company
has gone bankrupt.
4. The Challenger :
If you want to grow, you will want some challengers in
your life who will tell you when they think you're doing something wrong or if an
idea just plain sucks. They're the ones who, after you call the Cheerleader about
your great idea, will tell you a dozen ways why it won't work unless you do X, Y,
and Z. This criticism, if it comes from the right place, will set you on the right
path. Challengers are super smart and super fast--they often don't have a lot of
time so you'll find they'll give their dose of advice quickly and move on. Call upon
them only when you need it.

8. Performance management:
 According to Armstrong and Baron (1998), Performance Management is
both a strategic and an integrated approach to delivering successful results
in organizations by improving the performance and developing the
capabilities of teams and individuals.
 The term performance management gained its popularity in early 1980’s
when total quality management programs received utmost importance for
achievement of superior standards and quality performance. Tools such as
job design, leadership development, training and reward system received an
equal impetus along with the traditional performance appraisal process in
the new comprehensive and a much wider framework. Performance
management is an on-going communication process which is carried
between the supervisors and the employees through out the year. The
process is very much cyclical and continuous in nature.
 Performance management is a much broader and a complicated function of
HR, as it encompasses activities such as joint goal setting, continuous
progress review and frequent communication, feedback and coaching for
improved performance, implementation of employee development
programmes and rewarding achievements.
 The process of performance management starts with the joining of a new
incumbent in a system and ends when an employee quits the organization.

9. P.M. System:
 A performance management system includes the following actions…
 Developing clear job descriptions and employee performance plans which
includes the key result areas (KRA') and performance indicators.
 Selection of right set of people by implementing an appropriate selection
process.
 Negotiating requirements and performance standards for measuring the
outcome and overall productivity against the predefined benchmarks.
 Providing continuous coaching and feedback during the period of delivery of
performance.
 Identifying the training and development needs by measuring the outcomes
achieved against the set standards and implementing effective development
programs for improvement.
 Holding quarterly performance development discussions and evaluating
employee performance on the basis of performance plans.
 Designing effective compensation and reward systems for recognizing those
employees who excel in their jobs by achieving the set standards in
accordance with the performance plans or rather exceed the performance
benchmarks.
 Providing promotional/career development support and guidance to the
employees.
 Performing exit interviews for understanding the cause of employee
discontentment and thereafter exit from an organization.

10. P.M. process:
 A performance management process sets the platform for rewarding
excellence by aligning individual employee accomplishments with the
organization’s mission and objectives and making the employee and the
organization understand the importance of a specific job in realizing
outcomes. By establishing clear performance expectations which includes
results, actions and behaviours, it helps the employees in understanding
what exactly is expected out of their jobs and setting of standards help in
eliminating those jobs which are of no use any longer. Through regular
feedback and coaching, it provides an advantage of diagnosing the
problems at an early stage and taking corrective actions.
 To conclude, performance management can be regarded as a proactive
system of managing employee performance for driving the individuals and
the organizations towards desired performance and results. It’s about
striking a harmonious alignment between individual and organizational
objectives for accomplishment of excellence in performance.

11. Thank you