¿Cómo se puede desarrollar una cultura de tutoría para apoyar el talento diverso?

Desenvolver uma cultura de mentoria para apoiar talentos diversos envolve a implementação de estratégias e práticas que promovam a igualdade de oportunidades, inclusão e desenvolvimento profissional para todos.

Tive a oportunidade de desenvolver um programa de mentoria que nos trouxe bons frutos. Selecionamos e formamos como mentores, um grupo de executivos da empresa que estavam dispostos a disponibilizar seu tempo e conhecimento para ajudar no desenvolvimento de alguns colaboradores. Depois, selecionamos colaboradores que tinham potemcial para assumir a liderança em um ano. Durante um ano, cada um desses talentos foi acompanhado por um mentor. Ao final do programa conseguimos fazer a promoção de alguns dos mentorados. Os que não foram promovidos, tiveram muitas competências aprimoradas e ficaram mais próximos do passo de carreira seguinte. O programa seguiu nos anos seguintes e cada vez com mais interessados em participar.

It's essential to define the purpose and scope of mentorship in your organization in order to start applying and embede this mentorship methodolgy into your organization, through; Setting goals from this program, communicate to people, setting rewards and recognitions, plans and processes for implementing and assessing effective mentorship programs. So, it's all about define, plan and effective implementation.

Ich glaube heutzutage ist es schwer erstmal genügend Mentoren zu finden. Die meisten Mitarbeiter haben genügend zutun, sind ungeeignet oder haben keine Lust. Bevor sie ein Programm aufsetzen sollten sie die Bereitschaft der zukünftigen Mentoren klären und sich natürlich auch überlegen "was bekommt ein Mentor von mir bzw was hat er davon"

Mentorship needs to have a plan. As HR you need to set up a map with goals and timings to do it. People involved should have that 1:1 scheduled in their calenders and understand that as part of their work. If you dont have that implement since the beggining is better to ask who wants to be volunteer and give them somenthing back. Could be: a day off, a small gift, a lunch payed for mentoring, etc.

Das sehe ich als Schritt 1. Ohne Mentoren kein Programm. Zudem würde ich sehr darauf achten niemanden auszuschließen. Es klingt zwar paradox, aber junge Männer haben den geringsten Zugang zu Mentoring-Programmen da man davon ausgeht das sie vom patriarchat irgendwie unterstützt werden, das ist natürlich quatsch. Sorgen sie für ein Faires miteinander. Eine solche Maßnahme kann, wenn schlecht geplant, auch zu viel Unmut führen.

Allow mentorship to be topic based, so each one lists an area they want to mentor others on. This makes it level and hierarchy agnostic. Also allows for the mentor to not have to "think" what to mentor the person about. Also the mentee has a clear need being fulfilled. Should the mentorship for one topic spark enough rapport, the duo can onward continue on more conversations of their choice.

It's critical to know that you can work and communicate well with the who's going to help guide your organization and career.The mentor must be supportive, communicative, inspiring and must feel that your needs are important. Know the person well before you ask him or her to become your mentor. steps and etiquette Finding a mentor Networking Review Organisational Mentoring Programmes. ... Investigate Alumni Networks. ... Ask Family & Friends. Explore possible mentors. ... Establish contact with a possible mentor. ... Meet up and discuss. ... Nurture the relationship Respect your mentor's boundaries Give back to your mentor Create a network.

Of course, identifying and recruiting mentors and mentees is an important first step in establishing a robust mentorship culture. Tailoring the mentor-mentee pairing based on skills, interests, and diversity dimensions is crucial for creating meaningful connections. Utilising a variety of methods, including surveys, referrals, and applications, ensures a diverse pool of participants. Moreover, implementing different mentorship models, such as one-on-one, group, or peer mentoring, adds flexibility to accommodate individual preferences and schedules. A thoughtful and considered approach will enrich the mentorship experience, further fostering a dynamic and inclusive culture within the organisation.

Just because someone has been around for a long time does not necessarily make them a good mentor. In fact, sometimes the most tenured people can make the worst mentors - they may be extremely successful, but sometimes this success can be despite some bad habits, not because of the way they do things. You want to make sure that a mentor is able to provide a clear and repeatable path for a mentee to follow - without this, the mentor/mentee relationship will probably be fruitless.

Ein gegenseitiges matching und dann ein Kennenlernen bevor man sich in ein Mentoring begibt sind Pflicht. Beide Seiten müssen sich wohlfühlen und Lust auf eine Zusammenarbeit haben.

You can match mentors and mentees through different approaches, Manual matching: This method involves the program coordinator asking the mentor and mentee a series of questions and deciding who will be matched with who. Self-matching: This method allows the mentee to find their own mentor or vice versa, based on the information provided by the program. This can be done through online platforms, events, or referrals. Self-matching can give more autonomy and satisfaction to the participants, but it can also lead to mismatches or biases. Hybrid matching: This method combines manual and self-matching, by creating a pool of mentors for the mentee to select from, based on the questions asked for manual matching.

O matching cuidadoso e bem feito é uma das etapas mais significativas do processo de mentoria de talentos diversos, pois caso não haja identificação entre pessoa mentora e pessoa mentorada isso pode comprometer todo o programa. Tudo precisa começar com um processo de cadastro, no qual as pessoas preenchem dados sobre sua área de atuação, senioridade, trajetória de carreira, objetivos no processo de mentoria, etc. As pessoas mentoras também devem preencher o cadastro informando se ja fizeram ou não mentoria antes e como acreditam que podem agregar. Com os dados, o matching deve ser feito combinando senioridade, área de expertise, objetivos na mentoria e letramento na pauta de diversidade. Assessmetns também podem ser utilizados.

Identify the Purpose of the Mentoring Program. There must be clearly defined objectives for the mentoring program. Determine the Type of Matching for Mentors and Mentees. Create Profiles and Criteria for Matching Mentors and Mentees. Provide Training for Mentors and Mentees

In my view, matching mentors and mentees is perhaps the most crucial phase in cultivating a successful mentorship culture. Employing various matching methods, including manual, psychometric assessments, or hybrid approaches, allows for flexibility in aligning individuals based on objective, established criteria. Providing participants with the option to choose or contribute input to the matching process enhances engagement and ownership. Ensuring compatibility and mutual benefit in mentor-mentee pairings is essential, emphasising respect for the diverse backgrounds and individual characteristics of each participant. As with most things in HR, a thoughtful approach contributes to the success and sustainability of the mentorship programme.

When I plan a mentorship program, I include elements of support for both Mentees and Mentors, but on different focus areas. Mentees, might need more help in holding themselves accountable, following a structure. Mentors on the other hand need help with Navigating tricky conversations, like how to prevent the conversations from becoming a career development conversation.

Wichtig ist es, den Mentor zu unterstützen. Der Mentor hat für gewöhnlich um Unternehmen bereits eine vollausfüllende Rolle und gibt bereits Wissen an den Mentee. Wer den Mentor unterstützt, unterstützt immer den Mentee. Cool ist auch wenn man bswp ein glabales treffen von allen Mentoren und Mentees hat, ein "Gala-Abend"

• Effective communication - Communication plays a key role in effective mentoring relationships. When training mentors, focus on teaching active listening skills, the importance of effective communication and how to communicate mentor well with their emploeeyer • Relationship dynamics - Train mentors on the best way to adapt their approach based on the needs and wants of their emploeeyer. Discuss the best ways to create strong mentoring relationships, if you want to ensure the development and progression of participants

The first and foremost thing which impacts the opinion of an employee to know about the company and can also provide a review about his experience will start with training and support. I can say training and support can affect the major part of employee career within the organisation and also give growth to learn new things.

Es muy importante facilitar al mentor las herramientas que le faciliten la transmisión de su conocimiento. Sobra decir que no todo el mundo está capacitado para formar o transmitir esos conocimientos. Evaluar junto con el mentor sus potenciales y carencias para que el programa sea lo más adecuado.

Immer an die Wertigkeit von Kontakt denken: ◾Persönliches Treffen ◾Virtuelles Meeting mit Kamera und Ton ◾Telefonat ◾E-Mail Um so weiter unten die Wertigkeit um so schwieriger

A mentor needs to have "skin in the game" where they are able to genuinely appreciate and celebrate any newfound success that a mentee receives as a result of their relationship to the mentor.

Celebrar en público y corregir en privado. Hacer participe al equipo de los logros y corregir individualmente en privado aquellas cosas que se deben/pueden mejorar.

In addition to formal recognition, consider implementing a peer-to-peer appreciation system within the mentorship program. Encourage mentees to express gratitude for their mentor's guidance through a platform where they can share their experiences openly. This not only reinforces positive mentorship but also fosters a collaborative and appreciative atmosphere among colleagues.

Define the goals and expectations of the mentoring program and communicate them clearly to the participants. Use multiple criteria to match mentors and mentees, such as skills, interests, personality, availability, learning styles, and diversity. Consider the preferences and feedback of the mentors and mentees, and allow them to have some input or choice in the matching process. Provide training and support for the mentors and mentees, and monitor the progress and quality of the mentoring relationships. Evaluate the outcomes and impact of the mentoring program, and make adjustments as needed.

While most programs will have clear What in it for me (WIIFM) for mentees, the program should have clear WIIFM for mentors too. Reflect on what you want the mentors to gain. I have always heard back from leaders who went through my programs both as mentees and then as mentors, that they gained more as mentors than they did as a mentees.

Creating a mentorship culture for diverse talent involves clear objectives aligned with organizational goals and inclusive recruitment of mentors and mentees. Effective matching, considering individual preferences and backgrounds, is essential. Training for both parties on communication and diversity ensures meaningful interactions. Regular structured communication and an open dialogue foster strong mentor-mentee relationships. Celebrating successes acknowledges efforts and achievements, enhancing the program's value. Additionally, mentorship should support not only career growth but also holistic development, including mental well-being and work-life balance.

There needs to be something to gain from the mentors perspective. While many will offer to help a mentee just out of the goodness of their heart, in reality knowing that they can gain some type of economic or professional benefit from assuming that role will likely yield better results.

Cuando se proyecta una gestión del conocimiento global, cross company, mentoring es una práctica más que recomendada para garantizar que se despersonalice el saber y se busque las sustentabilidad del negocio y el know how. Promover el mentoring como un proceso no transaccional puede favorecer lo anterior. Es una relación, llevan tiempo y dedicación su construcción, es probable que haya muchos resultados que se vean en el mediano plazo.