At Nationwide, human resource executives found themselves over-thinking the matches according to technical discipline and personality.
Now, they’ve made it much more random, and it works better.
How do you hang onto your brightest young talent and prepare them to lead?
Simple: Recruit your more experienced employees to help teach and guide them.
IBM’s Mc Intyre says her protege, Sadowski, shares great information about working in the Chicago operation and dealing directly with clients, along with nuggets about what she’s learned in her MBA program.
“That’s the best part of being a mentor,” Mc Intyre says.
“When you have fuzzy program goals, you have fuzzy outcomes,” says Dr. Zachary, author of “Creating a Mentoring Culture.” Some businesses start a program to help newcomers adjust; others use it as a recruitment tool or a method of leadership grooming.
“It’s penalty-free speaking,” says Sharon Sadowski, an IBM product manager in Chicago who talks monthly with her mentor, Lindsay-Rae Mc Intyre, a human resources manager in Rochester, Minn.IBM offers mentoring teleconferences, panel discussions led by executives, and even “speed mentoring” sessions, similar to speed dating. Make being a protege part of a bigger leadership training program and being a mentor a requirement for some kinds of job advancement.Emphasize what’s in it for the employee: continued learning, new skills, visibility, insight into business strategies and priorities.Stress what it means to the company, such as a more resilient workforce, more creativity, and more knowledge sharing.IBM emphasizes a “give back, reach back, and pull through” culture, where mentoring is an expectation of all employees and vital for collaboration, innovation, and maintaining institutional knowledge. Hold seminars on mentoring and host networking events that encourage people to find their own mentors.