帶徒弟那些事
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????尊敬的安妮：我是公司的一名團(tuán)隊(duì)領(lǐng)導(dǎo)。公司已開始鼓勵(lì)所有和我同級(jí)別的領(lǐng)導(dǎo)層人員至少帶一至兩名員工學(xué)徒。目的是為了發(fā)掘那些有晉升潛力的人，引導(dǎo)他們獲得正確的技能和經(jīng)驗(yàn)。我們可以自行選擇學(xué)徒，而不是指定分配，但是必須定期匯報(bào)進(jìn)展情況。事實(shí)上，“人才開發(fā)”目前是我們發(fā)放獎(jiǎng)金時(shí)考核的重點(diǎn)內(nèi)容。 ????這個(gè)措施固然很好，但是已然非常繁忙的工作讓我十分擔(dān)心是否有時(shí)間在工作的同時(shí)來做這件事。如果公司能對(duì)當(dāng)導(dǎo)師應(yīng)做的事情設(shè)立一些具體的標(biāo)準(zhǔn)，事情可能也會(huì)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(shí)間可以嗎？對(duì)此，您和讀者有什么建議嗎？——超忙 ????尊敬的超忙：你們公司的導(dǎo)師動(dòng)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(zhǔn)則，公司就不能指責(zé)你違反準(zhǔn)則。另一方面，具體期望值的缺失可能讓你為自己是否有時(shí)間做這件事情而感到焦慮——順便說一下，這一點(diǎn)很正常。為大型企業(yè)設(shè)計(jì)正規(guī)導(dǎo)師計(jì)劃的人力資源咨詢公司Nobscot的貝斯?卡文稱：“那些被要求當(dāng)導(dǎo)師的人第一反應(yīng)普遍都是：‘我沒有時(shí)間’?！?/p> ????一點(diǎn)不奇怪。溝通培訓(xùn)公司Communispond首席執(zhí)行官比爾?羅森瑟爾表示，最有效的導(dǎo)師會(huì)完成以下列表中的所有或大部分事項(xiàng)： ????? 讓學(xué)徒了解目前公司和公司所處的競爭環(huán)境的狀況； ????? 參與學(xué)徒的表現(xiàn)評(píng)估，“或者至少提供相關(guān)信息” ????? 向上級(jí)展示學(xué)徒所取得的成就 ????? 幫助有前途的學(xué)徒考慮“在公司可以獲取的所有發(fā)展機(jī)會(huì)，例如工作調(diào)動(dòng)、在跨職能團(tuán)隊(duì)工作和拓展性作業(yè)等等?！?/p> ????? 幫助彌補(bǔ)學(xué)徒的技能不足，包括利用內(nèi)部培訓(xùn)或外界資源；以及 ????? 出現(xiàn)問題時(shí)出面斡旋——“例如出現(xiàn)沖突的時(shí)候：進(jìn)步很快的學(xué)員會(huì)向高管匯報(bào)工作，而高管則喜歡讓更有經(jīng)驗(yàn)的人來做這項(xiàng)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(shí)間內(nèi)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(xiàng)工作，可以就此問題經(jīng)常與學(xué)徒見面討論，甚至是通電話。”它需要練習(xí)，但是這一經(jīng)驗(yàn)會(huì)讓你成為更加全面的團(tuán)隊(duì)領(lǐng)袖。“對(duì)于出色的經(jīng)理來說，帶學(xué)徒或培訓(xùn)學(xué)員其實(shí)只是一種更為集中的工作形式?！?/p> ????羅森瑟爾表示，還有一件事可能會(huì)讓這份工作看起來并不那么可怕，那就是，“師徒關(guān)系融洽的前提就是互惠?！币?yàn)閷W(xué)徒所做的工作至少有一半是為了發(fā)展他/她自身的職業(yè)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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