“Mentoring” A Modern Approach “Connecting People – Sharing Knowledge”

John W. Sherman, SPHR, SHRM-SCP, PCC

November 2017

Think about Your Fleet Maintenance Workplace?

Turnover in and out of

industry?

Expectations high,

performance low?

Over & under qualified

Techs?

Pay is premium for skills

needed?

Need for leadership and

communication skills?

Traditional management

styles?

Tribal Knowledge?

Little freedom?

Growth or advancement?

Learning opportunity

limited?

Technology access

limited? (time or availability)

Production vs perfection

driven?

2

Mentoring Objectives Should

• Support strategic vision,

goals, and core values

• Connecting People – Sharing

Knowledge

• Provide leadership growth

and development

― Career Path and Bench

• Provide resources for Mentor

and Mentee

• Document and measure

progress

3

How Do You View Mentoring?

Hard Work for

Personal Gain

Participative

Management

Mentoring =

A Way to Get Ahead

Baby Boomer(1946-1964)

Work/Life Balance

Skeptical of Authority

Mentoring =

Collaboration

Generation X(1965-1980)

Multitasking

Web Surfers

Anyone with Expertise

Mentoring =

Learning Connections

Millennial(1981-2000)

Work

Authority

Mentoring

Millennials & Mentoring

Source: MTV Research, “No Collar Workers,” 2012.

75%

3 out of 4

Millennials would like to have

a mentor.Two-thirds of Millennials think they should be mentoring older

co-workers on technology.

89% of Millennials think it is important to be constantly learning at their job.

89%

If you had to choose, which do you think would

have the best long-term impact? Why?

A B

• Pairs (one-to-one)

• Protégées and mentors

• Advancement focused

• Within functions

• Face-to-face, long term

• Networked (many-to-many)

• Learners and advisors

• Insight focused

• Across functions

• Virtual, flexible terms

What are Your Thoughts?

Month

Month

Definition of Modern Mentoring

Traditional Modern

Modern Mentoring = Collaborative Learning

Fixed FluidFace-to-face VirtualLong-term Flexible-term

Month

Month

Design of Modern Mentoring

Traditional

Career Advancement Relational LearningPurpose

Mentors are senior leaders and protégés are high-potentials

Advisors and learners can be anyone in the organization

Participants

Top-down and 3rd party matched Flat and self-directedDesign

Modern

Reputation System

Expertise

Collaboration Style

Interests

Can I trust

them?

Do they

have the

knowledge

I need?

Thoughts on Mentor Roles and Support

• Optional Lead Mentor – Go to

person or persons, “life line”

o Selected based on

Desire

Knowledge

o Informal

o Accountable for process and

progress

• Mentors

o Desire

o Relationship

o Subject matter expert

o Proven performer

o Connected

o Supported with “time” and “resources”11

Modern Mentoring Networks

SIZE

Learners and advisors from

across functions, locations,

generations, etc.

8 – 15 people, strong ties

SHAPE

QUALITYFluid, and dynamic, with people shifting in

and out of the network and of the roles

themselves as learning needs and

knowledge strengths evolve.

A Personal Mentoring Network Has These Attributes:

Things to Consider

• Method of

communication

― Anything works!

• Documentation

evidence

― Are you connecting

• Desired outcomes

― Are you growing

from the relationship

and connection

• Learning connection

― Actual

learning/behaviors

applied

• Relationship

― Mismatch can be non-

productive

― Multiple Mentors and

SMEs

• Desire

― Not everyone

wants to mentor or

be mentored

Potential Barriers to Success

• Executive support

• Frontline Leadership support

• Mentor or Mentee willingness

• Time

• Promoting mentoring

• Education process

• Control System -

Documentation

14

For the OrganizationFor the Advisor

Current role and/or future career path

development

For the Learner

Benefits of Modern Mentoring

Accelerates career development

Enhances professional network

Increases perspective and knowledge of different functions

Highlights career paths

Provides access to independent, objective perspectives

Provides access to subject matter experts

Drives self-awareness

Increases the ability to coach and develop others

Provides opportunity to share functional expertise

Increases networking opportunities and expands sphere of influence

Personal fulfillment from investing in others

Expanded influence and informal

leadership opportunities

Builds bench strength

Enables learning organization

Drives employee engagement and motivation

Increases awareness of talent throughout the organization

Builds deep expertise across the organization that gathers impactful business intelligence

Increased talent development and

organization capacity

How do I get started?

• Know this: It’s

happening informally

• Social media – Text, Twitter,

Email, Instagram etc

• YouTube

• Internet

• Key leadership support

• Small focus groups

• Identify learning

resources

• Technology available

16

28 November 201717

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