1. - Danish Shaikh
Venture Lab – Prototype & Test
Problem:
Ms. M, who works as an HR professional at a hospital which belongs to
a group of hospitals NEEDS A WAY TO facilitate a smoother campus to
corporate transition for new joinees

2. Prototype 1:
A comprehensive 2 – Day Campus to Corporate
Programme as part of the New Employee General
Induction Programme

3. Prototype 1:
Day Session Topic Contents Time
1
1Managing Self
Self SWOT, Learning Styles, etc., How to use strengths
and weaknesses to one’s 1.5 hrs
2Suprises in Store
Knowledge Shock, Culture Shock, Staus Shock, Political
Shock 1 hr
3Corporate Standards Organisational Policies with regards to discipline etc 1.5 hrs
4Grooming Dressing, Hygiene etc 1 hr
5Telephone Etiquette
How to talk to internal & external customers on the
phone 1 hr
2
1Managing your Boss Tips and Tricks to manage your boss 1.5 hrs
2
Tips to succeed in the
corporate world Tips like don't gossip, 1.5 hrs
3Stress Management Tips to manage stress when faced with pressure 2 hrs
4
Grievance Redressal
mechanisms HR Managers' will introduce whistle blowers etc 1 hr

4. Feedback By Miss M (Filled in by Ms. M herself)
What works: What needs to be improved:
Questions: Ideas:
Stress management
Grooming
Don’t Gossip – That may not really work
out no matter what you do
Maybe include job-specific skills too –
Department wise (Say on a 3rd day)

5. Prototype 2:
A Mentor-Mentee System Framework

6. Prototype 2:
Mentoring is a relationship in which a more experienced employee guides, counsels, and
supports a less experienced employee in his/her adjustment to and growth within the business
environment.
The Management will decide the mentor based on designation, grade, department etc. of the
new joinee.
Mentoring Relationships will have 2 aspects:
1. Cultural Aspect – to formally & informally acclimatize the new joinee to the
organisational culture
2. Technical Aspect – to acquaint the new joinee to the functional aspects of the
job for which he/she has been hired

7. Mentor Selection:
Good Mentors are technically competent, know our culture, are willing to share
knowledge and experience, and are motivated / engaged in developing others.
Other characteristics include:
1. Understanding of our business and culture (4+ years with the company)
2. Solid work performance history
3. Strong verbal communication skills
4. Ability to get things done
5. Knowledge of company policies and philosophy
6. Positive attitude, sincere desire to help individuals succeed in the
7. organization
8. Ability to manage change
9. Problem solving ability
10. Coaching and listening
11. Expertise in one’s own discipline
12. Sensitivity to differences

8. For the Employee
1. Acclimates employee to our business culture
2. Enhances employee knowledge and skills
3. Assists career development
4. Provides a mechanism for feedback & advice
For the Mentor
1. Creates satisfaction from sharing knowledge and experience
2. Enhances communication, coaching, and advising skills
3. Increases visibility in the organization and acknowledgment as role model
For the Organization
1. Allows for smooth transition for new employees into the company
2. Assists employees in preparing for higher-level responsibilities as appropriate
3. Supports employee retention
Benefits

9. Basic Roles & Responsibilities

10. Basic Roles & Responsibilities

11. Feedback By Miss M (Filled in by Ms. M herself)
What works: What needs to be improved:
Questions: Ideas:
The ideas seem to work on paper Don’t see any difficulties in implementing
the same. However, there may be an
issue of rust on part of the mentor. He
may see the new joinee as a threat and
not put forward all skills required.
Try coupling this with something else too.
Try incorporating this in the KPAs of the mentor
Try including an FAQ sheet too so that the
stakeholders can refer to the FAQs in case of
queries
HR seems to be more of a spectator though
this technically should be HR’s baby.
Shouldn’t HR be the driver?