Leadership Ethics
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 Summary 2 Table of Contents 3 Methodology 4 1. Introduction 4 2. Discussion 4 2.1 What is Mentoring? 4 2.2 Benefit of Mentoring 4 2.2.1 Benefit for Mentee 4 2.2.2 Benefit for Mentor 4 2.2.3 Benefit for Organisation 4 2.2.4 Benefit for Profession 5 2.2.5
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 Summary 2 Table of Contents 3 Methodology 4 1. Introduction 4 2. Discussion 4 2.1 What is Mentoring? 4 2.2 Benefit of Mentoring 4 2.2.1 Benefit for Mentee 4 2.2.2 Benefit for Mentor 4 2.2.3 Benefit for Organisation 4 2.2.4 Benefit for Profession 5 2.2.5