MBA505 - Mentoring Initiative: Improving XYZ Plc Performance

This presentation proposes a mentoring initiative for XYZ Plc, addressing the company's challenges in the media industry and the need for improved performance and knowledge management. It details the importance and advantages of mentoring, outlining a five-step process that includes establishing goals, identifying interests, matching mentors and protégés, selection, and feedback. The presentation covers mentor selection, training, and support, including an estimated implementation plan with associated costs, projected at approximately 10,000 Australian dollars over three months. It emphasizes the expected benefits for both new and existing employees, enhancing their understanding of company operations and roles. The presentation concludes by highlighting the potential role of consultants in successfully implementing the mentoring initiative, supported by a list of relevant references.

MENTORING INITIATIVE FOR
XYZ PLC.

INTRODUCTION

IMPORTANCE OF MENTORING
• Brondyk and Searby (2013)
claim that mentoring
programs in the workplace
would have a number of
benefits for the organization
and would improve the
overall performance in the
long run.

MENTORING ADVANTAGES
• Mentoring can help with
knowledge management
in an organization as well.

XYZ AND MENTORING
• XYZ Plc. has been facing
some challenges in the past
few years. This is mostly
due to the volatile nature
of the media industry and
the latest developments
within the industry.

XYZ MENTORING NEEDS
• The mentoring needs of
XYZ are two fold in nature.
• They would be beneficial
for both the protégés and
for the mentors, in terms
of career progression and
knowledge management.

XYZ MNETORING NEEDS
• Mentoring can
prove to be very
rewarding for the
mentors as well.

MENTORING PROGRAM OUTLINE
• There are essentially five steps in a mentoring
process – establishment of goals and expectations,
identification of interests, matching, selection and
feedback.

• Interests would have to be specified in the next
phase.

MENTORING IS ABOUT MATCHING

MENTOR SELECTION

FEEDBACK AND SUPPORT

Mentor training
map

NEED
• IDE
NTI
FIC
ATI
ON
OF
NEE
DS
AN
D
INT
ERE
STS
OF
ME
NT
ORS
AN
D
PR
OTE
GES
.
INPUTS
• HU
MA
N
RES
OUR
CES
AND
TRAI
NIN
G.
ACTIVITIES
• TRAINING
PROGRA
MS.
MATCHIN
G AND
SELECTIO
N.
SCREENIN
G.
ORIENTAT
ION
PROGRA
M.
EVALUATI
ON AND
MONITOR
ING.
FEEDBAC
K.
COSTS
• THE
COS
TS
INV
OLV
ED
FOR
THE
TRAI
NIN
G
AND
THE
IMP
LEM
ENT
ATIO
N
OF
ME
NTO
RIN
G
PRO
GRA
M IS
EXP
ECT
ED
TO
BE
ROU
GHL
Y
WIT
HIN
100
00
AUS
TRA
LIAN
DOL
LAR
S.
TIME
FRAMES
• THE
ME
NTO
RIN
G
PRO
GRA
M IS
TIM
E
BOU
ND
AND
WO
ULD
BE
IMP
LEM
ENT
ED
FOR
A
PERI
OD
OF
THR
EE
MO
NTH
S.
EXP
ECT
ED
THA
T
THE
NE
W
EM
PLO
YEE
S
WO
ULD
BE
ABL
E
TO
GAI
N
BET
TER
UN
DER
STA
NDI
NG
OF
THE
CO
MP
AN
Y
OPE
RAT
ION
S.
IT
WO
ULD
ALS
O
HEL
P
THE
EXI
STI
NG
CO
MP
ANI
THIS IS THE
ESTIMATED
IMPLEMENTATI
ON PLAN FOR
THE
MENTORING
PROGRAM.

ROLE OF SBK ELITE
• As consultants with a few years of experience
backing us, we could help you successfully
implement the mentoring initiative!

REFERENCES
• Allen, T.D., Eby, L.T., Chao, G.T. and Bauer, T.N., 2017. Taking stock of two relational aspects of organizational life: Tracing the history and shaping
the future of socialization and mentoring research. Journal of Applied Psychology, 102(3), p.324.
• Brondyk, S. and Searby, L., 2013. Best practices in mentoring: complexities and possibilities. International Journal of Mentoring and Coaching in
Education, 2(3), pp.189-203.
• Dawson, P., 2014. Beyond a definition: Toward a framework for designing and specifying mentoring models. Educational Researcher, 43(3), pp.137-
145.
• Duffy, K., 2013. Providing constructive feedback to students during mentoring. Nursing Standard (through 2013), 27(31), p.50.
• Ghosh, R. and Reio Jr, T.G., 2013. Career benefits associated with mentoring for mentors: A meta-analysis. Journal of Vocational Behavior, 83(1),
pp.106-116.
• Grima, F., Paillé, P., H. Mejia, J. and Prud'Homme, L., 2014. Exploring the benefits of mentoring activities for the mentor. Career Development
International, 19(4), pp.469-490.
• Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical introduction. Oxford University Press.
• Klinge, C.M., 2015. A conceptual framework for mentoring in a learning organization. Adult learning, 26(4), pp.160-166.
• Linder-Pelz, S., 2014. Steps towards the benchmarking of coaches' skills. International Journal of Evidence Based Coaching and Mentoring, 12(1),
p.47.
• Linder-Pelz, S., 2014. Steps towards the benchmarking of coaches' skills. International Journal of Evidence Based Coaching and Mentoring, 12(1),
p.47.
• Masalimova, A.R. and Nigmatov, Z.G., 2015. Structural-functional model for corporate training of specialists in carrying out mentoring. Review of
European Studies, 7(4), p.39.
• Nasser-Abu Alhija, F. and Fresko, B., 2014. An exploration of the relationships between mentor recruitment, the implementation of mentoring, and
mentors’ attitudes. Mentoring & Tutoring: Partnership in Learning, 22(2), pp.162-180.