EBM Benchmarking Partners’ Program - dubaided.aeEBM Benchmarking Partners’ Program Raising the bar. Volume 4 (QUARTER 4, 2015) PAGE 1 From the Editor The launch of the first ever

EBM Benchmarking Partners’ Program Raising the bar.

NEWSLETTER Volume 4 (QUARTER 4, 2015) PAGE 1

From the Editor The launch of the first ever EBM Benchmarking Visit took place on October 29, 2015. It was hosted by UAE Exchange. The topic was “Customer Experience Management”. The event was well attended by about a dozen companies, and nearly 30 visitors. The session was opened by an inaugural note by Mr. Mohammed Bushanain, Executive Director, Business Excellence Center, Dubai, followed by a welcome note given by Mr. Varghese Mathew, Country Head, UAE Exchange.

We continue to run the EBM-BC sessions, and are forever grateful for your continued patronage. EBM-BPs enjoyed an exciting last Quarter of 2015 – with a Special Session on Site Visit Tips. This session was presented by past Winners of Business Excellence Awards.

We shall host the first Annual Forum in the first quarter of 2016, to celebrate the initiative of Benchmarking in the region.

We hope you enjoyed our new feature - The Crossword. Please let us know what more we can bring to your Newsletter for your reading pleasure.

We are very excited about the forthcoming Annual Event – the Best Practices and Benchmarking Forum’16 on March 07, 2016.

Do stay tuned to get the latest updates on business excellence within the UAE’s Business Community.

For more news and other information, read on…

-Indu Singhal, Director – Emirates Business Management International Consultants, Dubai.

“With each new day in Africa, a gazelle wakes up knowing he must outrun the fastest lion or

perish. At the same time, a lion stirs and stretches, knowing he must outrun the fastest gazelle or

starve. It's no different for the human race. Whether you consider yourself a gazelle or a lion, you

have to run faster than others to survive.

― Mohammed bin Rashid Al Maktoum

Featured Article – The Business Value Of Niceness - Source: Hug Your People by Jack Mitchell (Hyperion, 2008) [http://www.serviceexcellence.com.au/content_common/pg-the-business-value-of-niceness.seo] Fifty years ago, Jack Mitchell's father got tired of commuting from Westport, Connecticut, to Manhattan. So he opened a men's and boys' store with three styles of suits. With his wife's help, within a few years, he cleared $50,000 in sales. Mr. and Mrs. Mitchell eventually gave the company to their sons, who expanded it to two more stores. You may have heard of them: Mitchells, Richards, and Marshs, three of the most successful stores in the clothing business. Last year, it's estimated they did more than $90 million in sales. Clearly, the sons were on to something. Jack Mitchell, CEO of Mitchells/Richards/Marshs, thinks it's hugging. Literally -- hugging. Mitchell hugs his customers, as he discussed in his first book, Hug Your Customers, a Wall Street Journal and BusinessWeek bestseller. He hugs his employees, the subject of his new book, Hug Your People. He hugs the FedEx guy, the cleaning staff, and any number of other people to whom he wants to give support and recognition. Lest the high priests of appropriate workplace behavior be alarmed, "hugging" isn't necessarily a physical embrace. When Mitchell speaks of hugging, he also means it figuratively: making employees feel invested, included, and cared for. Hugging is building a culture of niceness, hiring the right people, and making work fun. In this interview, the ever-upbeat Mitchell discusses how he came to his theory of hugging, the effect it has had on his personnel and business, and why he thinks all businesses could use a good hug (hint: because it's profitable and nice).

EBM-BP Member Update: At the end of our maiden year2015, and into the second, we are now at the threshold of a new venture – the Annual EBM Benchmarking Forum. We are pleased to announce the first Annual EBM Benchmarking Forum that is scheduled for March 7, 2016. Details of the event will be circulated to all EBM-BPs in due course of time. Further, we shall also be putting up all the details of this prestigious event online on your favorite business portal – www.ebmbenchmarking.com. Another update to all EBM-BPs is that we have announced the entire calendar of Events for the year 2016 on your portal so that you can block your calendars well in advance. Please book as per your preference well in advance, in order to avoid any disappointment.

In this issue: - Upcoming Event - Featured Article - EBM BV – Customer - EBM BC – Leadership - EBM BC – Customer - EBM BC – DQA/DHDA - Reader’s Contribution 1:

Creating a Learning Organization through Mentorship (Part 1)

- Reader’s Contribution 2: Why Measure the Measurement System

- The Crossword - Humor

[Next EBM-BC Session: Feb. 29,

2016 Topic: Strategy]

- - -

COMING SOON: March 07, 2016 Next EBM-BC Session February 29, 2016 Topic : Strategy

For Registration: Contact Mr. Salman V. on 04-3431950, or email to [email protected].

http://ebmbenchmarking.com/EBM-BC-Flyer_Feb_29_2016.pdf








Question: One of the first things you say in your book is that work should be fun. Why? Mitchell: To me, if you don't enjoy what you do, then it just seems a shame. We only go through this life once, and it's not a dress rehearsal. So why shouldn't we have fun? We want to hire and keep people who have fun together. I want people to say, "I love coming to work at Mitchells" or Richards or Marshs and, "It's fun here because we have mutual respect, we trust each other, we have common goals to serve our customers and our clients and our vendors, and we're open and honest." To me, that's fun. I love playing games, and we try to hire people who feel the same way. Question: What do you mean by "hug"? Mitchell: A hug can be a bear hug, but it's more a metaphor for any caring gesture or deed that shows we're nice people and honest people, and we take pride in what we do. When you get to know people on a personal basis, you know whether they like the Yankees or the Red Sox, or Pepsi or Coke. When you get to know people on a personal basis, you know what's a hug and what's a slap, if you will. A hug is something that makes people feel warm and good. It's what we try to do every day with our own people, and then they pass that on to the customers. Question: You keep using the word "nice." What's the business value of niceness? Mitchell: Niceness creates an environment where people want to come to work, and they become more productive because they're happy, engaged, and motivated within that environment. In a niceness culture, they support each other as teammates. The business value is high productivity; people can grow themselves to be themselves. We have more than fifty sales associates who sell more than a million dollars’ worth of clothing. Six or seven of those sell over two million, and two of them sell over three million. Everybody sells differently, everybody hugs differently, but in that niceness culture, people feel comfortable being themselves. If they want to learn to improve and grow -- which of course they all do because one of our hiring criteria is that our people have a passion to listen, learn, and grow -- they stay within the playing field. We don't "empower" people, we enable them to grow -- we give them the tools they need, and then they become themselves, and they have fun doing it. The economic value is tremendous, because you can do more with fewer people. They are more productive, and you can pay them more. And because they're more productive, everybody goes home at night feeling great. It sounds sort of Pollyanna-ish, but the spirit within our stores is something I'm very proud of. Question: How do you build a niceness culture? Mitchell: First, we hire nice people. For example, we believe it's easier to educate people on how to open or close a sale or how to improve sewing if you're a seamstress or a tailor. But if you're not a nice person, then the skills don't matter. Question: How do you know people are nice when you hire them? Everyone tries to be nice in an interview. Mitchell: We have four criteria for hiring nice people. First, they have to be open, honest, and have integrity. Second, they have to be positive. If they blame the president or their spouse for everything, they can work somewhere else. The third [criterion] is competency. Whatever job we are hiring for, from seamstress or tailor to shipper/receiver to sales associate or buyer, they have to have skill sets. They don't have to be the best tailor or the best shipper/receiver, but they have to be competent -- and part of the reason for that is they need self-confidence. The fourth [criterion] is their passion to listen, learn, and grow. And they have to be genuinely nice. We really try to notice whether the people we're interviewing are nice, which means kind and considerate. We probe to find out what things they have done in their life that show caring and compassion -- simple, little things that you can pick up in an interview process: "Do you have friends? Who's your best friend? Tell me about her." We do multiple interviews, so [candidates] have an opportunity to meet the people they'll be working with. I still try to interview everyone myself, even entry-level people, to let them see that our culture is about having everybody take part. Question: How do you handle performance reviews? Mitchell: We do formal reviews twice a year. We ask the associates to do their own evaluation based on their job and the goals that they were asked to achieve; then their supervisor or manager reviews them. The two co-presidents sit in on many, but not all, of them. We try very hard to stress the positive side, their strengths, without emphasizing where they have not been able to achieve their goals. But we certainly point out where we think there's room for improvement and where there's room for growth and learning.



And from time to time, we give surprise hugs, surprise bonuses, which is always fun to do. After our fiscal year ends, in the last couple of years, we've been able to share a little extra compensation with all our associates, which really creates a team atmosphere. It makes people feel involved, included, recognized, and rewarded, and that's important. Question: Why is inclusion so important? Mitchell: Feeling included invests you in decisions, whatever you do. Most people can give you examples of how they've felt excluded in work situations rather than feeling included. When we bring new associates aboard, we often hear that no one's ever asked them how they could improve in their job role. They've just been told the rules and regulations, to read the manual, to follow it and do it. That makes people feel excluded because they are excluded. For example, we have a relatively new collection under the design of Brunello Cucinelli, and everyone in the women's department will go to a product knowledge seminar on it. They'll see the whole collections our buyers will talk about what we've bought, and the sales associates can add to the order for their particular customers. There will be wine and hors d'oeuvres for everyone, and some people will end up going out to dinner. From time to time, we bring in the fitters and the tailors to product seminars, and we sometimes include them in buying trips. We take them to Italy, because we might want their opinion on a certain collection or to see the factory. We include as many people as we can who are directly involved in the decision-making process. Even if their ideas aren't always used, at least they have had the opportunity to feel a part of that process. Then when we announce something, everybody feels invested; everybody knows that they had an opportunity to tell the owners how they felt about it. It's very successful. Question: How do you get input from people? Mitchell: First, you have to be genuine about it. If you don't genuinely want input, then you shouldn't ask for it. You have to invite people to tell you candidly how they feel. When you genuinely want their input, you invite their opinions, because their opinions count. One of the downsides is that it takes more time, because you have meeting after meeting, and some people think that you're slow and you can't make up your mind. But when you make a decision, everybody feels that they're part of it. Sometimes by adding one person who really isn't in the mainstream of the area of the decision, you get great ideas that are off the charts. Our accountant might have opinions on the buying process that nobody else would have thought of because they're so close to the situation. Including people gives them a feeling of ownership, and they take more responsibility, they feel more pride, and they are more invested. I think great leaders surround themselves with great people. They would be remiss if they didn't ask for input from the people they work with. Question: You mentioned recognition and reward a little earlier. How do you recognize employees? Mitchell: Well, my view on compensation is that it's important, but most of the time, it's not the most important aspect of recognition. If people feel that they are fairly compensated in their job market or job role, or a combination of both, they don't feel like they're being taken advantage of. We try to be at the top of the bar and then some. Sometimes we'll give incremental bonuses to all our people -- that's another way we recognize our team effort, by hugging ourselves, hugging the huggers. Recognition also means having special things done for you, or individualized recognition. Maybe your son is playing in a Little League game, and your boss says, "By all means, go to the game." That's a great reward. One of our employees, Tom, has twin sons now graduating from college, and they were six or seven years old when we hired him. At the time, I happened to say to Tom that my wife and I had twins too, and I said, "I just hope that you'll take the time to watch them grow up." He shook his head and said, "You're kidding, right?" I said, "No, no. Provided you have the store covered for the customers, if you go to your manager and plan it, we want you to have a life." But fair is not always equal. So you must dig in and find something that is important to each person. One of our top sellers at Richards always goes to the Super Bowl. Super Bowl weekend is a very busy sales weekend for us, but everybody knows he goes. Another thing we do to recognize our people is to include them in almost every brochure we do. We print 165,000 copies of our image piece, and last fall we had pictures of everyone who works with us. People like showing that to their neighbors and kids and parents. E-mails about a job well done are great hugs, and so are words of praise, but don't ever forget how nice it is to get a real letter signed with a real ink pen.



Question: How do you know how to recognize your people? Mitchell: You ask and you listen. That's the great thing about a niceness culture: It encourages people to be their true selves. So you learn what's important to everyone. Sandra, our telephone operator, gave me a check for my birthday toward a scholarship that was set up in my mom's name at Yale Cancer Center. It was a hug that really touched me; she knew that was something special for me. That's what happens when you create a niceness culture. It's the human connection that makes work fun.

The Crossword

1N E W S L 2E T T 3

OE S

E

E N

4E N A B L E R

D R

S 5P 6R O G R A 7M

A Y E

8A D M

A 9C L U B

10C 11H A R T E

R 12S C O R

Across

1. A bulletin issued periodically to the members of a society or other organization (10)

4. A person that makes something possible (7)

5. A planned series of future events or performances. (7)

8. An advertisement (2)

9. An association dedicated to a particular interest or activity. (5)

10. A sheet of information in the form of a table, graph, or diagram. (5)

12. The number of points, goals (5)

Down

1. Expressing necessity or obligation (5)

2. The strength and vitality required for sustained physical or mental activity (6)

3. Part played by a person in a particular situation (4)

6. A person's capacity for intuitive perception (5)

7. Organization or individual that has joined a team, a group or society (6)

11. Human Resource (2)

Answers to the crossword are elsewhere in this issue.



EBM Benchmarking Visit

October 29, 2015: The first ever EBM Benchmarking Club Visit was a huge success! It was hosted by UAE Exchange who

received a Trophy of Appreciation. The Area under discussion was Customer and the Topic was Customer Experience

Management. The ParticipatingOrganizationsreceived Certificate of Participation. They included Al Ghandi Auto Group, Al

Rostamani International Exchange, British Orchard Nursery, Barakat Quality Plus, Dubai Financial Market, Dubai First, Thumbay

Group, Jumeirah Emirates Towers, LALS Group, Medcare Hospital and Mohamed Hilal Group.

Picture Gallery:



UAE Exchange hosted the first EBM Benchmarking Visit

Haven’t we all gone through the dilemma of which brand to choose when it comes to picking a

particular product or service? What makes us partial towards a particular brand? Isn’t customer

service one of the features? If yes, have you noticed the changing trend in this domain? Today,

organisations across the globe have been focusing on the end-to-end customer’s journey across

multiple touchpoints.

As part of reinforcing this excellence drive in the UAE, the Business Excellence Department at the

Dubai Department of Economic Department (DED) has launched a first-of-its-kind benchmarking

initiative in the UAE. The initiative is in partnership with Emirates Business Management

International Consultants (EBM), a Dubai-based professional services company.

The EBM Benchmarking Partners programme aims to promote and share best practices and enable

businesses and organisations to benchmark their practices against a set of performance indicators.

To leverage the initiative further, DED proposed a benchmark visit for its partner companies to

learn leading edge practices and approaches from industry experts and fellow practitioners. UAE

Exchange was the first company to host such a visit.

Speaking on the occasion, Mr. Varghese P Mathew, Country Head, UAE Exchange-UAE said: “We

have always explored new ways of enhancing customer experience, be it by adopting new

technology, offering new service or improving business processes. Appropriate measurement

techniques are in place which helps us in better understanding both the customer requirement and

effectiveness of our process or service. It is one of the channels through which we measure our

organisation success and sustainability. The various engagement programmes too - be it for

customers or staff - are ways of recognising the importance of customer service and honouring the

people who serve our customers each day.”

UAE Exchange, with close to 800 branches spread across 31 countries in 5 continents, has emerged

as the widest globally networked remittance brand. Strong correspondent banking relationship

with over 140 global banks and smart technology add to its might. Over 9000 professionals,

representing more than 40 nationalities, strive to achieve excellence and bring delight to more than

7.9 million customers worldwide.

While ensuring a smile on each customer’s face is a priority, Customer Delight is considered as the

core element for the brand’s Customer Experience Management process. In order to ensure

customer delight and understand the customer’s expectations, the brand has developed multiple

communication channels/touchpoints for the customers to interact with them. The feedbacks from

these channels are analysed and reviewed at regular intervals to set off various initiatives that meet

and or exceed the customer expectations. The feedbacks from these channels are also taken as

inputs for process improvements or new product developments and help the brand to standout in

the market. A structured monitoring mechanism too has been deployed in the organisation to

understand and evaluate the performance of each customer communication channels.



The results of these measurements are used to fine-tune the process for an effective delivery at each

channel. Customer engagement programmes like the Customer Loyalty Month and the Customer

Service Week too have proven to be ideal platforms for the brand representatives to engage with a

wider customer base. Other engagement initiatives include regular awareness sessions, road shows,

and activities at labour accommodations among others.

With an aim to create a WOW factor in the mind of the customers, UAE Exchange has been

measuring its initiatives on a periodical basis both on qualitative and quantitative terms. Regular

measurements included satisfaction index, customer compliments and grievances. The same was

demonstrated and explained in detail to the other participating companies during the EBM

benchmark visit session.

The session also gave each participating company an opportunity to learn:

Various tools used or implemented to measure Customer Experience and organisational

performance.

The solutions on offer or implemented while addressing customer or organisational issues.

The effective practices that drive breakthrough improvement at the organisation, its

operating unit and among individual staff.

The session also enabled

Practical/live walk-through to a branch to observe the various approaches in practice.

Network with other business practitioners to gain real-world insights into effective

measurement.

Other participating companies at the session included Dubai Financial Market, Mohamed Hilal

Group, Jumeirah Emirates Tower, Al Rostamani Exchange, Barakat Quality Plus, Dubai First, Al

Ghandi Auto, Kalba Municipality, British Orchard Nursery, LALS Group, GMC Ajman, Majid Al

Futtaim Finance LLC and Medcare Hospital.

(Contribution by: Mr. Varghese Mathew, Country Head, UAE Exchange.)



EBM Benchmarking Clubs (EBM-BC): EBM-BC – Leadership: Leaders as Role Models-October 12, 2015: The participants included: Al Gharbia Hospitals, Dubai First and Barakat Quality Plus. In keeping with the mood of the presentations, active discussions took place after each presentation, facilitating clarity on approaches.As before, all presentations were rated against various parameters.Barakat Quality Plus won the Certificate of Recognition for their approach. Hearty Congratulations Barakat Quality Plus!

Picture Gallery:

Barakat Quality Plus

Dubai First



Al Gharbia Hospitals

EBM- BC –

Vision Mission and Values-October 12, 2015.The participants included: Dubai First and Thumbay Hospital. In

keeping with the mood of the presentations, active discussions took place after each presentation, facilitating clarity

on approaches.As before, all presentations were rated against various parameters.DubaiFirstwon the Certificate of

Recognition for their approach. Hearty Congratulations Dubai First!!! Picture Gallery:

Dubai First



Thumbay Group

EBM-BC –

Customer: Communicating with Customers-November 24, 2015.The participants included: Barakat Quality

Plus, Dubai First, UAE Exchange, Dutco Balfour Beatty, Thumbay Group and EROS Group. In keeping with the mood of

the presentations, active discussions took place after each presentation, facilitating clarity on approaches.As before,

all presentations were rated against various parameters.Thumbay Group won the Certificate of Recognition for their

approach. Hearty Congratulations Thumbay Group!!!

Picture Gallery:

Thumbay Group



Barakat Quality Plus

Dubai First



UAE Exchange

Dutco Balfour Beatty



EROS Group

EBM-BC-Designing and Managing Product Portfolio-November 24, 2015.The participants included: Dubai First and Thumbay Group. In keeping with the mood of the presentations, active discussions took place after each presentation, facilitating clarity on approaches.As before, all presentations were rated against various parameters.DubaiFirstwon the Certificate of Recognition for their approach. Hearty Congratulations to Dubai First!!!

Picture Gallery:

Dubai First



Thumbay Group

EBM-BC-DQA/DHDA: Site Visit Presentation-December 22, 2016. The Grand Finale for the year 2015 is indeed a great success! This is a UNIQUE session that has been made by Winning Organizations. The participants included: Al Rostamani Group, Jumeirah Group and Zulekha Healthcare Group with the special Presentation of Ms. InduSinghal, EBM Managing Director. In keeping with the mood of the presentations, active discussions took place after each presentation, facilitating clarity on approaches. We take this opportunity to thank all the Presenting Organizations to have come forward and selflessly support this great event for the betterment of the business community, and for having given the aspiring winners an opportunity to learn from you as a winning organization. We would like to extend our appreciation for the wonderful presentations you have made. Your presence demonstrated your continued support to the program. Once again, thank you!



Picture Gallery:

Al Rostamani Group

Jumeirah Group



Zulekha Healthcare Group

Emirates Business Management International Consultants



Reader’s Contribution: Creating a Learning Organization through Mentorship (Part 1)

(Refer to next issue for Part 2)

In this dynamic social and economic environment, the ability to learn and change is becoming increasingly important for organizations to excel. Thus, organizational members must learn how to function more effectively and respond to the dynamic conditions in their environment. Having the proper learning tools will provide a necessary competitive advantage. A learning organization is one in which there is some sort of harmony between growing competence of the individual and the smooth adaptation of the enterprise to change. It may not be possible to predict, plan or control the future accurately but certainly we can influence the future by building quality of people through learning organizations. According to Maclennan (1997), directing people to do have always produced inferior results compared to inspiring people to want to do. Mentoring is related to make people want to do rather than directing them to do. The mentoring process is aimed at providing Continuous Life Long Learning in the organizations.

The word mentor comes from Homer’s epic poem, The Odyssey. When Odysseus, King of Ithaca went to fight in the Trojan War, he entrusted the care of his kingdom to Mentor. Mentor served as the teacher and overseer of Odysseus’ son, Telemachus. Mentor was Odysseus' wise and trusted counselor as well as tutor to Telemachus. Today, Mentor's name has passed into our language as a shorthand term for wise, trusted counselor and teacher. Traditionally, mentorship is a relationship in which the older, more experienced person (mentor) contributes directly to the growth and development of the younger less experienced person (protégé). The Merriam-Webster dictionary defines a mentor as a trusted counselor or guide. It could also be defined as a wise, loyal advisor or coach.

In recent years, especially in the Management and Human Resources Literature, what has been historically an informal, unofficial, voluntary, mutually-agreeable, and self-selected interaction between two people has become a program -- an institutionalized strategy.

Research on the Effectiveness of Mentorship on Attitudes:

Orphen (1994) in his research on the effectiveness of Mentorship, examined the effects of two year formal mentoring in a medium-sized manufacturing company, on the work motivation, organizational commitment and job performance. Sample was 39 mentor-mentee pairs. Variables included the pairs’ interaction opportunities and the closeness of their relationship. Measures were obtained from mentees on their work motivation and organizational commitment. The performance of each mentee was rated by their superiors. Significant relations were found between interaction and both motivation and commitment. Also, there existed significant relationship between closeness of the mentor-mentee relationship and motivation and commitment. It was also found that relations between the two mentoring variables (interaction opportunities and closeness of their relationship) and performance were both non-significant.

Types of Mentoring:

Following are some systems of Mentoring which are tried and tested:

a. Induction Focused: In some organizations, each new entrant is appointed an induction friend or an induction guide with a view to help the new employee settle into the organization as quickly and as smoothly as possible by overcoming the feelings of insecurity and inadequacy which exist in a new environment. According to Bell (2002), today, the war for talent is being waged intensely as the young employees do not



believe in one career one company. Mentoring is now seen as one way to persuade employees to stay committed longer.

b. Problem Focused: Here the mentors are appointed to help individuals or teams solve specific problems or to help an individual with whom the organization is having problems. The arrangement usually ends when the performer is back on track.

c. Project Focused: This is aimed at supporting the performers’ development throughout the period of a designated project. The coach or Mentor’s work is done when the project goals are achieved.

d. Training Follow-up: This is aimed at supporting the performer in using the skills imparted in a training program.

e. Provision Contingent Provision (PCP): In PCP mentoring, the senior people would be required to mentor people at their junior levels and they in turn would provide mentoring to people further down the line. But here, the people who are to become mentors at each level are required to be trained in mentorship skills by their superiors, who in turn would impart the mentoring skills to their juniors. PCP will work only if mentoring is introduced from the highest levels.

f. Reverse Mentoring: The program at GE was called Reverse Mentoring where in the senior executives were trained by junior executives, in a particular skill: technology. Jack Welch, who recognized that most executives were overwhelmed by the new technology, instituted a program wherein about 1000 GE executives, including Welch, would spend time learning basic Internet Skills and trends from Internet or Technology experts from within the company even if they are junior executives.

g. Informal or Recession – Proof Coaching and Mentoring: When semi-conductor industry began to soften and

budgets were cut, Larry Raskin, Director of Training and Development at ADI, focused attention away from

costly conferences. Instead, he launched a formal company-wide program that linked executives with up-

and-coming employees where mentors and protégés go through a day-long program, half of which is spent

learning about the mentor or the protégé. The other half of the day is spent, after being paired, planning the

new relationship. He says, “Good coaching and mentoring programs are recession-proof.”

Phases of a Formal Mentoring:

Following phases have been identified by studying the Mentoring Process of various Indian and Foreign

Companies:

1. Mentorship Decisions: In this stage, the management decides to implement Mentorship by deciding the

purpose (either for induction of the new recruits, for promoting someone to a higher post, for

implementing a certain organizational change, etc.) of the mentoring process .The mode of assessment

of the mentoring process is also decided at this stage.

2. Choosing the Mentors: This step lists individuals who can serve as mentors. They may volunteer for the

role, may be chosen by a mentee or may be recruited by senior managers. Prior to selection, a

mentor’s general ability and willingness to handle the role is assessed.

3. Choosing the Mentees: Here the group of mentees is identified by looking at various job levels,

department, employee characteristics, etc. Once the target group is defined, specific mentees can be

identified by having them volunteer or be nominated by a superior.

4. Coaching the Mentors: The selected mentors are coached either by the training and development

department of the company or external consultants with a view to orient them to Mentorship skills. They

are also briefed about the objectives to be attained by the Mentoring Process.



5. Mentor/Mentee Matching: A mentor is selected for a specific mentee after considering the skills and

knowledge needed by the mentee and the ability of the mentor to provide practice or guidance in those

areas. Compatibility of styles and personalities are also considered.

6. Mentoring Relationship Phase:

a. Orientation and Contracting: During this phase, both the mentor and protégé get to know each other,

build trust and develop expectations of each other which include the development plan, confidentiality

requirement, the duration of relationship, frequency of meetings, time to be invested in mentoring

activities by each party and the role of the mentor.

b. The Change Process: This time the relationship goes through the following phases of creating change

as put forth by Turner (1995) in his mentoring for change model:

Freeing Up: The mentor's stance is that of nurturing and supporting aiming to help the mentee

develop a strong positive self-image and sense of self-worth so that he/she has a solid, stable

foundation in life. The basic question which the mentee seeks to answer in this phase is "Who am I?”

Envisioning: This is the process of identifying with a purpose, choosing values, creating a compelling

and stretching vision supporting the organizational vision, and committing to realizing it. The mentor's

role is to inspire the mentee and to help him/her answer the question "Where am I going?"

Implementing: This consists of identifying the goals which will lead towards the vision, deciding on the

strategies and actions to achieve these goals, and then taking action. The mentor's role here is to help

the mentee answer the question "How will I achieve my vision?”

Sustaining: This is the process of getting feedback from the environment about what is being

achieved, the extent to which the vision is being realized and its achievement is being sustained. The

role of the mentor is to challenge the mentee to see clearly the impact of what he/she is doing and to

help him/her answer the question "Am I creating my vision?”

Underpinning: The whole mentoring process is the development of two key skills - the ability to be

self-aware and the ability to exercise will. The degree to which the mentee enhances these two skills

is one of the best indicators of the extent to which the mentoring process has created lasting changes

in the mentee's effectiveness.

7. Redefining the Relationship: At this stage, the mentor and protégé step back from the formal

relationship to discuss together how they wish to continue their relationship. They continue to have

some form of interaction, although it is now on a more casual basis.

8. Assessment Phase: This phase involves the post-mortem of the mentoring process from time to time.

Here the Mentoring process is assessed on the basis of objectives attained, dialogue with the protégé,

performance evaluation of the protégé, etc. Feedback is given to the Mentor along with suggestions for

improvement.

(TO BE CONTINUED IN NEXT ISSUE… Characteristics of

a good mentoring program…)

(Contribution by: Jyothi S Nair, Head-Human Capital Management, Marina Home

Interiors)



Reader’s Contribution 2:

WhytoMeasure the “Measurement System”

Continuous improvement has become necessity for organizations to sustain. To sustain and grow in the business, organizations thrive to reduce variation by using many tool and methods. Variation could be anything like having 10 gm less biscuit in 100gm packet, or metal rod width is 1mm more than specification, helpdesk calls taking 3 minutes more than expected, defects in the design phase of software development project or variation in powder metallurgy processing technique.

Before starting a quality improvement project which involves gathering data to control quality and monitor changes in processes, it’s MUST to validate that the systems for data gathering and measurements are correct. If measurement system cannot be trusted, how the data can be.

The act of measuring an object normally involves using a measuring instrument under “controlled” conditions however practically controlled conditions is rarely found. To measure accurately, measuring instruments must be carefully designed, constructed and calibrated. Human factor is another variable of measurement systems.

Why knowing Variation in the Measurement System is important?

Not to Pass Bad ones and discard Good products

To know things are getting better or worse due to Continuous Improvement initiatives.

To understand is process stable or unstable



Variation is of two types Actual Process Variation, and Measurement Variation.

(Figure 2 – Variation)

Actual Process variation could be long term or short term. The MSA (Measurement System Analysis) will quantify the amount of variation found in the data that is induced from the measurement system.

(Figure 3 – Variation)

Variation

Actual Process Variation Measurement Variation

Variation

Process Variation

Measurement Variation

Accuracy

Bias

Linearity

Stability

Precision

Repeatability

Reproducibility



Accuracy - Closeness of a measured value to the true value. Example a target with many arrows circling the bullseye, however, none of them are near each other.

(Figure 4 – Accuracy)

Bias - Difference between the "true" value of a reference standard and the averages measured value. Example whenever length of rope is measured it shows 1mm more than its actual value, then it exhibits a bias of 1mm.

Linearity - The change in bias over the normal operating range. A measurement system with good linearity will have constant Bias irrespective of magnitude of measurement. Example whenever rope is measured, it has constant bias of 1mm, irrespective of length of rope.

Stability - Statistical stability of the measurement process with respect to its average and variation over time. This represents the change in bias of a measurement system over time. Stable measurement system is one in which the variation is in statistical control, which is demonstrated through control charts.

Precision - Closeness of repeated measurements to each other. Precision has two components. Example - a target with a cluster of arrows all touching one another but located slightly up and to the right of the bullseye.



(Figure 5 – Precision)

Repeatability - Variation in repeated measurements of the same item by the same person using the same gage. Equipment variation or EV

Reproductibility - Variation between the averages of different people using the same gauge to measure the same item. Appraiser variation or AV, Operator variation.

In practice it is easier to correct a process which has good precision than it is to correct a process which is accurate. This is due to the increased amount of variation associated with accurate but not precise process.

(Contribution by: NeetuChoudhary, [email protected])

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