climbing-the-mountain_edited_edited.jpg

"One person can make a difference, and everyone should try."

-John F. Kennedy

MENTORING SERVICES

 

In today’s business world, it is extremely important for organizations to engage employees. Through mentoring, employees identify themselves as a vital part of the organization while creating a heightened level of ownership. By improving employee engagement and retention along with other company initiatives, mentoring helps the company’s bottom line while also ensuring that employees feel committed to accomplishing their work in accordance with the vision of the organization.

 

CLICK HERE to find out how we can help you address your mentoring needs.

 

Or listen to Gaby Marcon Clarke's Interview with GMC

WHAT HAS CH​ANGED

 

 

 

 

 

 

 

 

 

 

 

 

 

 When my partner and I started Shine in 2004 we followed a dream and a desire to make a difference... 10 years later that desire is even stronger... that desire led us to become ‘specialist’ in the field of mentoring to get it right! 

 

Mentoring however, has changed a lot since then.  Mentoring now goes beyond the one-to-one model that pairs a senior member of the organization with a junior member. It now encompasses a variety of models and philosophy, such as reverse mentoring, group mentoring, speed mentoring, peer mentoring or situational mentoring.

 

Indeed, today’s literature seems to explore mentoring as a peer relationship that has expanded to include relationships within professions, not just those within the organization.

1/2

Please reload

MENTORING...

SHINE'S APPROACH

 

 

 

 

 

 

 

 

 

 

 

 

By providing mentoring training to all of your employees

In this way employees are encouraged to take the initiative and incorporate mentoring into their career’s development plan. Offering mentoring training to all members of staff has also the benefit of tailor making the mentoring to individuals, to allow for more than one relationship and to embed a mentoring culture within the organization.

 

By setting up more group mentoring

whereby a number of mentees are bought together with a few mentors. They meet regularly and, together, they chose topics relevant to them. This allows mentees to gain insight from more than one mentor and from their peers too. As this type of mentoring requires a strong confidential bond, the group should not exceed 15 members between mentees and mentors.

 

By creating a development network

through a diversified set of individuals with different skills, expertise and capabilities.

OLD MENTORING ISSUES

 

 

 

 

 

 

 

 

 

 

 

 

 

Mentoring programmes are now common both in the public and private sectors. Most of these programmes have the goal of developing employees or assisting new members of staff with adapting and learning the particular organizational culture.

 

1-The one-to-one model still works in a number of situations however, programmes where the individuals chose each other have shown to form more successful relationships.

 

2-These programmes are often linked to the organization’s goals which may or may not be consistent with the employee’s needs.

 

3-They require a match of one mentor to one mentee which is difficult to achieve, given the responsibilities of senior members of staff. 

 

4-Research shows that mentoring benefits both parties in the relationship and the most current research points to a model of mentoring as a collaboration where both partners learn and find values in the relationship.

Call us on 020 8343 2520 or email us for an informal chat.