Leadership Ethics

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Introduction of an internal Mentoring Strategy at Synergy’s

Presented to

Synergy

Prepared by

Chan Wing Tsun, Clarence
Lony Tut
Mubanga Kombe
Rikki

25th October, 2012

Executive Summary

The basis of this report is to consider the introduction of an internal mentoring strategy at Synergy. Consultants have been given the task of coming up with a vision, strategy and recommendations for Synergy management. Currently, Synergy has a leadership program aimed at developing ‘high potential’ managers in order to encourage a supportive and collaborative work environment as well as enhance information sharing. The suggestion for this program is to develop a wide range of employees rather than just a selected few ‘high potential’ managers. The purpose of this report is to identify and develop key strategies that Synergy can use to develop the management skills of its employees. It will be an equal opportunity program as candidates will be selected at random rather than based on past performance or demonstrated potential. Mentors and mentees will be screened and matched by the compatibility of their behavioural profiles. This will help that Synergy to effectively match the candidates and make the program worthwhile. This mentoring program will ensure that Synergy has a lower staff turnover, higher productivity and motivation and ensure the development of current staff. It will also give Synergy a larger pool of internal candidates to choose from when considering the filling of a job vacancy. By offering this program to employees across the board, Synergy stands a chance of increasing its reputation as an employer in the public eye.

Table of Contents
Executive Summary2
Table of Contents3
Methodology4
1.Introduction4
2.Discussion4
2.1What is Mentoring?4
2.2Benefit of Mentoring4
2.2.1Benefit for Mentee4
2.2.2 Benefit for Mentor4
2.2.3 Benefit for Organisation4
2.2.4 Benefit for Profession5
2.2.5 Qualities for mentee5
2.2.6 Qualities for mentor5
3Synergy Strategic Mentoring Plan6
3.1 Who and how many should participate?6
3.2How will we recruit?6
3.3How will we screen and match?6
3.4What procedures should we have for handling partnerships that don’t work?6
3.5What orientation and training should we have?7
3.5.1IMPORTANT ITEM7
3.5.2PAT IN THE BACK7
3.5.3VALUES DISCUSSION7
4. Potential Difficulties of Mentoring8
5.Design and Marketing8
5.1What degree of formality?8
5.2Where, when, and how often will participants meet?8
5.3What orientation events/training required?8
5.4Paperwork (contract, agenda)9
5.5What and how will we evaluate?9
6.Conclusions10
7.Recommendations10
Reference11

Methodology

1.Introduction

2.Discussion
2.1What is Mentoring?
The term mentor originated from the ancient Greek, it has been present for over the past three thousand years also mythology. Mentor is highly attached to education process and care by experienced individuals. “Mentor assist social entrepreneurs build their businesses”

2.2Benefit of Mentoring
2.2.1Benefit for Mentee
* Acquisition of new skills
* Understanding about career development
* ]Widen networking circle
* Support in managing change and difficulties
* Boost to self-esteem and self-worth
* Encouragement to take up new projects and responsibilities * Insight into organisational politics
* Enhanced management skills
* Reduce professional isolation

2.2.2Benefit for Mentor
* Development of professional skills useful such as coaching or counselling * Incentive to keep abreast of professional developments
* Exposure to new ideas and different perspectives of the profession * Widen professional network
* Career enhancement (addition to one’s CV)
* Opportunity to give something back to the profession

2.2.3Benefit for Organisation...
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