Managing Talent & Mentoring in the Fast Lane

1. Managing Talent & Mentoring in the Fast Lane Michael A. Potter

2. Managing Talent & Mentoring in the Fast Lane Michael A. Potter Chief Executive Officer Michael A. Potter International The 8th Middle East HR Conference & Expo Dubai, February 25th, 2009

3. Michael A. Potter • UK Born • Head of MPA for 15 years • Writer/Lecturer/Speaker/Consultant • International Experience • Fellow of CIPD (UK) • Author of the book “Mentoring in the Fast Lane” • Not Related to Harry Potter!

4. Michael A. Potter International • HR & Management Consultants • Training Specialists • Organisational Development • International Focus

5. Global Business Climate • Credit Crunch • Financial Meltdown • Job Cuts • Winners/Losers • Globalisation • Increasing client demands

6. Global Business Climate • Technological advances • Changing organisational structures • High job turnover • Increased concern with employees’ wellbeing • Focus on personal growth

7. Recent Global Talent Survey • 1396 organisations, over 60 countries • Skills resource shortages • Today's critical talent issues • Impact of talent issues on organisation • Plans to address talent issues

8. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

9. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07

10. Talent Shortage Source: Deloitte Global Talent Pulse Survey Results 2005

11. Critical Issues • Attracting New Talent • Retention of Key Talent • Increasing Demand for Work/Life Balance

12. Global Talent Index Middle East is losing global battle for talent • Survey of 30 countries by Heidrick & Struggles • Saudi Arabia, Egypt & Iran in the bottom 5 of the Global Talent Index • Estimated that UAE would receive a similar rank • Middle East countries are not expected to make a significant change within the next 5 years • USA – biggest talent hotspot

13. 3 Key Strategies

14. Recruitment Effective Recruitment Processes: • Alignment with organisation objectives • Vigilance when sifting • Staff with right competencies

15. Recruitment Succession Planning Through Effective Investment • Graduates and Junior Managers • Internships

16. Development Learning & Development • Offer learning and development opportunities • Promotion to different departments • Opportunities for everyone

17. Development Role Design • Expand job roles – job enrichment & enlargement • Whole process instead of confined routines • Broaden skills

18. Retention Culture • Culture fit • Organisational citizenship • Work/life balance & job security

19. Recruitment, Development, Retention Mentoring as a Solution • Environment of constant learning • Challenges Talent to stretch & strengthen their skills • Provides opportunity to gain new competencies & experience • Engages Talent in a discussion focused on their career development & expectations

20. Recruitment, Development, Retention Result: • Attracting Talent through the promise of personal development • Retaining Talent as enhanced job satisfaction & increased organisational commitment result in lower turnover rates

21. What is Mentoring? • The word mentor derived from Greek mene (think) • Greek mythology: Mentor, a friend of Odysseus (an Ithacan king), was entrusted with the education of Telemachus

22. Role of a Mentor • Wise Counsellor • Trusted Advisor & Guide • Confidant • Career Developer • Role Model • An “Inside Ear” • Sounding Board • Coach

23. Benefits to the Learner • Access to professional counselling • Maximising learning opportunities • Clear goals • Early contribution • Networking and crossing departmental boundaries

24. Benefits to the Mentor • Personal learning • Job enrichment • Exposure to new attitudes • Movement across departments

25. Benefits to the Organisation • Learning culture • Responsive to change • Increased department interaction • Improved competency & efficiency • Rapid transfer of experience • Improved recruitment & staff turnover • Improved cross-functional co-operation

26. Informal Mentoring • Unstructured process • Not imposed • Naturally developed bond • Not monitored by the training department

27. Formal Mentoring • Structured process • Depends on different formal programmes • Thorough preparation. • Requires a strong involvement of line managers & training department

28. A Successful Mentoring Session

29. Mentoring Process

30. Role of HR • Central in designing and managing mentoring • Choice of mentors • Managing relationships • Evaluating success

31. Case study: Executive Mentoring at UBS CONTEXT • Financial services company operating globally • Present in Dubai & Abu Dhabi • Series of changes, mergers and acquisitions

32. Case study: Executive Mentoring at UBS • Objective: be in effect ‘one firm’ operating an ‘integrated business model’ • Solution: the leadership of the bank needs to be united • Key element: Mentoring to deliver awareness

33. Why should we implement mentoring? • Rapid change • Learning-to-learn • Mentoring is a most effective method • Mentoring benefits all • Mentoring can work most organisations!

34. Points to remember • Executive mentoring – high level • Remote mentoring doesn’t always work • Personality clashes • Commitment issues • Different goals • There has to be an end • What happens next?

35. “Mentoring in the Fast Lane” Author: Michael A. Potter Publisher: Lulu http://www.lulu.com/content/2612243

36. Thank you! Any Questions?