Course

Course overview video

In this hyper-competitive age, enhancing soft skills of employees is often a key differentiator when it comes to a more nimble and resilient workforce. For Human Resource executives that follow the 70:20:10 learning framework of 70 per cent on-the-job learning, 20 per cent through collaboration and peer learning, and 10 per cent through formal learning interventions, this bouquet of courses has been carefully crafted for their requirements. These courses are open to anyone who wishes to learn and move ahead the corporate ladder, irrespective of experience or industry. Therefore, there are no formal pre-requisites required, except for a desire to expand one’s skills and knowledge, and unbounded curiosity. Classes will be live and completely interactive, with lectures, class discussions and tutorials similar to a traditional class.

Many companies introduce formal mentoring programs with much fanfare, as part of best human resource practices. Yet poorly introduced programs, or a misfit in terms of pairing the mentor and the protégé are just some of the factors that can lead to a poor mentoring program, leading to negative mentoring experiences and considerable resentment for employees.

There is no magic wand to put in place the ‘perfect’ formal mentoring program. Rather, a good program needs to be tailor-made specifically to company specifications, and is dependent on several factors, including the culture of the organization and also the mentoring objectives set out by the senior management group. For example, the mentoring objective could be the socialization of newcomers into the company culture. While mentoring programs are often rolled out as part of the best practices of firms, there is also a darker side of mentoring. At times there is a personality mismatch between the mentor and the protégé, or there could be a reluctant mentor, or even a toxic mentor, or a slow-learning protégé. These lead to undesirable consequences such as intention to quit, low morale of the protégé or the mentor, and even protégé burnout.

Executive coaching is more a one-to-one rather than one-to-many relationship. It is important to distinguish coaching from mentoring, from technical supervision and also role modelling.

Facilitators

Dr Payal Kumar and Dr Ganesh Singh (Professor & Program Director of the Centre for Management Education, AIMA CME).

Who should attend?

Senior leaders and mentors, HRM professionals

Course Content

• Defining formal and informal mentoring
• New models of mentoring e.g e-mentoring, reverse mentoring and developmental networks.
• What is negative mentoring and dysfunctional mentoring?
• What is coaching and how does this differ from technical supervision and role modelling?
• Mentoring and coaching objectives.
• Effective delegation.

Course Duration

15 hours, spread over 5 weeks, with two 90 minute sessions each week.

Course Format

• The course will include lectures, group discussions, role play, case study analysis and experiential learning techniques. In some workshops surveys will be distributed to for participants to answer, for a better understanding of themselves and their teams.
• Each workshop will be preceded by some pre-readings. These are essential for participants to get more meaning out of the trainings.
• Each day will end with a short recap quiz
• At the end of the workshop participants will write a reflective piece on how to integrate the learnings into their work.

Key take-aways

At the end of this workshop the participants will have an understanding of: –

1. The difference between mentoring and coaching
2. The dos and don’ts of mentoring and coaching
3. How to develop effective mentoring and coaching programs

Pre-reading

1. Contextualizing Mentoring in the Asian context by Payal Kumar and Pawan Budhwar

https://www.researchgate.net/publication/342378941_Contextualizing_mentoring_in_the_Asian_context

This chapter is available in the following book:

https://books.emeraldinsight.com/resources/pdfs/chapters/9781789736922-TYPE23-NR2.pdf

 2.The Powerful Benefits Of Mentoring, November 23, 2019, Nicola Cronin

The benefits of mentoring go way beyond the mentee’s personal development, positively affecting the mentors themselves, as well as the organizations they work for. From supporting inclusion through exposure to new perspectives, to increased chance of promotion for both parties, the benefits are vast. This article will explore the full host of benefits for mentors, mentees, and businesses, as well as some more detailed benefits with links to studies that support them…

‍https://www.guider-ai.com/blog/mentoring-benefits

Profile of facilitator

Dr. Payal Kumar has worked in positions of seniority in both the corporate sector and academia. This makes her uniquely placed to provide meaningful learning and development programs for working executives. Armed with a Ph.D on workplace mentoring, she is also a certified trainer, prize-winning researcher, author of 14 books on leadership, and also a global thought leader.

Dr. Payal Kumar is Dean of Research and Management Studies, ISH, India. By combining her experiences as former Vice President in an MNC where she hired and trained numerous managers, together with her scholarly knowledge on leadership, Payal’s training programs are particularly engaging and popular with both mid-managers and senior executives.

As a global L & D trainer she has designed and conducted highly acclaimed workshops for several corporate groups such as the Hero Group, Omax, Rana Group of Companies, Schneider Electric and Broadridge consulting. Her internationally acclaimed professional development workshops at the Academy of Management events at USA and Canada include:-

• Seattle, 2022. The power of emotionally aware managers.
• Online, 2021. Encouraging the wise, ethical manager.
• Anaheim, 2016: Exploring subtle forms of racism.
• Vancouver, 2015: Recognizing conscious and unconscious biases.