2. What is Mentoring?
Key points.
Why Mentoring?
3. Meaning of Mentoring
Employee training system under which a senior or more
experienced individual (the mentor) is assigned to act as
an advisor, counselor, or guide to a junior or trainee. The
mentor is responsible for providing support to, and
feedback on, the individual in his or her charge.
OR
Mentoring is a professional activity, a trusted relationship,
a meaningful commitment. The origins of mentoring can
be traced back to ancient Greece as a technique to impart
to young men important social, spiritual, and personal
values
4. Some key points on Mentoring
Mentoring focus on attitude development
Conducted for management-level employees
Mentoring is done by someone inside the
company
It is one-to-one interaction
It helps in identifying weaknesses and focus on
the area that needs improvement
5. Advantages of Mentoring.
Ease of Acclimation
An advantage of mentoring is that it helps to acclimate a new
worker to the job and organization. By having a "go to"
person to ask questions, discuss scenarios and generally
learn the nuances of the company, the mentee can become a
productive member much more quickly and never feel that he
has nowhere to turn for help. If the mentor serves in a
supervisory capacity or needs to depend on the performance
of the mentee to reach certain objectives, he can be sure the
mentee is trained properly.
Sense of Achievement
The mentee can gain the sense of achievement that comes from
the mentor's feedback and assessment of his progress. The
mentee's quest to gain the mentor's approval can serve as a
motivating force to continue to improve his performance. The
mentor can gain satisfaction from knowing that she is helping
an individual and can take a measure of pride in her
accomplishments. For a mentor that has already achieved a
great deal of success, she can look at the process as a way
of "giving back."
6. Why Mentoring is Important
It’s a complement to training
Mentoring is much more about coaching and counseling
It’s a responsibility we have to the agency
Being a good mentor is a hard thing to do
7. It’s a complement to training.
The training we do is primarily about functional things – the “How
To” stuff that teaches us about the “manufacturing” part of our job
(making ads, writing decks, making presentations, understanding
financials, etc.).
Mentoring is much more about coaching and counseling.
It’s much more about the qualitative and subjective parts of our job –
dealing with frustration, giving constructive criticism, handling
disappointment, behaving with humility and compassion, etc.
It’s a responsibility we have to the agency.
Part of what we need to give back to the agency is the development of
people who can be part of and carry on the culture, so that future
generations of people who work here can sustain the same mood,
atmosphere and positive corporate citizenry that exist today.
9. HUMAN RESOURCE (HR)
AUDIT
HR audit is very much useful to achieve the
organizational goal and also is a vital tool which helps to
assess the effectiveness of HR functions of an
organization.
OR
The American Accounting Association’s Committee on
Human Resource Audit (1973) has defined Human
Resource Accounting as
“the process of identifying and measuring data about
human resources and communicating this information to
interested parties”.
10. Benefits of HR Audit: Benefits to
the organization are:
1. Find out the problems and solve them
smoothly.
2. It helps to find out the proper
contribution of the HR department
towards the organization.
3. Reduce the HR cost.
4. Motivation of the HR personnel
5. Find out the problems and solve them
smoothly.
6. Sound Performance Appraisal
Systems
7. Systematic job analysis
12. The following approaches are
adopted for purpose of
evaluation:
Comparative approach
Outside authority approach
Statistical approach
Compliance approach
Management by objectives (MBO)
approach
13. Comparative approach
In this, the auditors identify Competitor Company as the model. The results of
their organization are compared with that Company/ industry.
Outside authority approach
In this, the auditors use standards set by an outside consultant as benchmark for
comparison of own results.
Statistical approach
In this, Statistical measures of performance is developed considering the
company’s existing information.
Compliance approach
In this, auditors review past actions to calculate whether those activities comply
with legal requirements and industry policies and procedures.
Management by objectives (MBO) approach
This approach creates specific goals, against which performance can be
measured, to arrive at final decision about organization’s actual performance with
the set objectives.
