帶徒弟那些事
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????尊敬的安妮：我是公司的一名團隊領導。公司已開始鼓勵所有和我同級別的領導層人員至少帶一至兩名員工學徒。目的是為了發掘那些有晉升潛力的人，引導他們獲得正確的技能和經驗。我們可以自行選擇學徒，而不是指定分配，但是必須定期匯報進展情況。事實上，“人才開發”目前是我們發放獎金時考核的重點內容。 ????這個措施固然很好，但是已然非常繁忙的工作讓我十分擔心是否有時間在工作的同時來做這件事。如果公司能對當導師應做的事情設立一些具體的標準，事情可能也會簡單一些。然而，恰恰連這一塊也得由我們自己來決定。那么我每周在這上面花大概30分鐘的時間可以嗎？對此，您和讀者有什么建議嗎？——超忙 ????尊敬的超忙：你們公司的導師動議看起來非常不明確，但也許這是件好事。畢竟，如果沒有基本準則，公司就不能指責你違反準則。另一方面，具體期望值的缺失可能讓你為自己是否有時間做這件事情而感到焦慮——順便說一下，這一點很正常。為大型企業設計正規導師計劃的人力資源咨詢公司Nobscot的貝斯?卡文稱：“那些被要求當導師的人第一反應普遍都是：‘我沒有時間’。” ????一點不奇怪。溝通培訓公司Communispond首席執行官比爾?羅森瑟爾表示，最有效的導師會完成以下列表中的所有或大部分事項： ????? 讓學徒了解目前公司和公司所處的競爭環境的狀況； ????? 參與學徒的表現評估，“或者至少提供相關信息” ????? 向上級展示學徒所取得的成就 ????? 幫助有前途的學徒考慮“在公司可以獲取的所有發展機會，例如工作調動、在跨職能團隊工作和拓展性作業等等。” ????? 幫助彌補學徒的技能不足，包括利用內部培訓或外界資源；以及 ????? 出現問題時出面斡旋——“例如出現沖突的時候：進步很快的學員會向高管匯報工作，而高管則喜歡讓更有經驗的人來做這項工作。” ????雖然要做的事情有很多，但羅森瑟爾表示，大部分工作都可以在“少量時間內完成”，而且可以融入目前的工作日程。他說：“要高效地完成這項工作，可以就此問題經常與學徒見面討論，甚至是通電話。”它需要練習，但是這一經驗會讓你成為更加全面的團隊領袖。“對于出色的經理來說，帶學徒或培訓學員其實只是一種更為集中的工作形式。” ????羅森瑟爾表示，還有一件事可能會讓這份工作看起來并不那么可怕，那就是，“師徒關系融洽的前提就是互惠。”因為學徒所做的工作至少有一半是為了發展他/她自身的職業生涯。 |
????Dear Annie:I am a team leader at a company that has started encouraging everyone at my level to mentor at least one or two people below us. The point is to identify those with the potential to move up and guide them toward getting the right skills and experience. We can choose our own mentees, rather than having them assigned to us, but we do have to report periodically on how it's going. In fact, "talent development" is now a big chunk of what determines our bonuses. ????All well and good, but I'm so busy already that I really worry about whether I have the time to do this on top of everything else. It might help if there were some specific benchmarks for what mentors are supposed to do, exactly, but that's being left up to us, too. Can I be any good at this in, say, 30 minutes a week? Do you or your readers have any suggestions for me? — Overbooked ????Dear O.:Your employer's mentoring push sounds unusually vague, but maybe that's a good thing. After all, if there are no benchmarks, you can't be accused of not sticking to them. On the other hand, the lack of specific expectations may be adding to your anxiety about whether you have time for this -- which, by the way, is far from unusual. Notes Beth Carvin, whose human resources consulting firm Nobscot designs formal mentoring programs for big companies, "It's very common for people's first reaction to be 'I don't have the time' when they're asked to be mentors." ????And no wonder. Bill Rosenthal, CEO of communications coaching company Communispond, says that the most effective mentors do all or most of the things on this checklist: ????? Keep mentees current on what's happening in the company and in its competitive environment; ????? Participate in mentees' performance reviews "or at least provide input"; ????? Showcase the mentee's accomplishments to higher-ups; ????? Help promising mentees consider "all the available development opportunities in the company, like job rotation, work on cross-functional teams, stretch assignments, and so on"; ????? Arrange for help to plug any skills gaps, including training from in-house or outside sources; and ????? Step in to mediate when there's a problem -- "when, for example, there's a conflict when a fast-tracked mentee is reporting to an executive who'd prefer a more experienced person in the job." ????It's a lot to take on, but according to Rosenthal, much of it can be done in "small bits of time" that fit in around your current schedule. "You can be highly successful at this by having frequent and focused meetings, or even phone calls" with your mentee, he says. It takes practice, but the experience may make you a better all-around team leader. "Mentoring or coaching people is really just a more concentrated form of what good managers do anyway." ????Something else that might make the task seem less daunting is that "for a mentoring relationship to work, it has to be reciprocal," Rosenthal observes. The person you're mentoring has to do at least half the work" of nurturing his or her own career. ????Moreover, Nobscot's Beth Carvin says that, in interviews with mentors at her client companies, many initially reluctant mentors express surprise at how much they end up getting from the deal. "Working with a mentee lets you see business issues through a different lens," Carvin says. "If you're mentoring someone in a different part of the company, it gives you another pair of eyes there, which can give you information that helps you succeed at your own job. A mentee's point of view can sometimes help you understand your own team's concerns, too." |
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