Reference no: EM133523870
Assignment:
Like other manufacturers today, Conductix-Wampfler struggles to find and keep qualified workers. The maker of systems for transmitting energy and data to mobile machinery and equipment has three manufacturing facilities-two in Nebraska and one in Iowa. Across these facilities, the rate of employee turnover is 7%, below the industry average, thanks in part to the work of Jessica Jones, Conductix's learning management coordinator. Her programs include leadership development for middle managers and a mentorship program that spreads career development opportunities to the entire workforce. At Conductix-Wampfler, every new hire is assigned to a mentor.
Furthermore, existing employees can request a mentor when they have moved to a new position, taken on additional responsibilities, or simply want to explore additional career growth. For example, an employee might want to better interact with new technology or better understand the business side of operations. These opportunities are available to management and nonmanagement employees. Jones and her team select mentors based on identifying the employee who can best help the protégé achieve his or her goals. The mentor may come from the same department or another department.
In Jones's experience, sometimes a mentor from another group is particularly helpful for enabling a protégé to understand a situation from a fresh perspective. Conductix does not merely assign mentors; it also develops their capabilities for filling this role. The company provides one-on-one coaching in how to start a mentoring relationship. They participate in online training about how to set goals, give feedback, and handle confidential information. Protégés, too, receive training in how to get the most out of the program by participating effectively in meetings and setting goals. The company expects protégés to take responsibility for their role in these developmental relationships. Conductix rewards mentors for participating in its mentorship program. Mentors who fulfill the requirements of the role earn a $500 bonus after 90 days and are eligible for additional bonuses at their twice-yearly performance reviews.
They also may receive recognition in spotlight stories in the company newsletter. But bonuses and recognition may not be the most significant reward. Mentors often have told Jones that because of the preparation necessary to guide another person, they learned as much as they taught their protégés. Mentoring becomes a development experience for the mentors themselves, giving them leadership experience and opportunities to interact with management 6/23/23, 8:12 PM HR in Small Business and co-workers in other functions. It may become a stepping stone to a promotion for the mentors. Benefits also flow to the protégés, who quickly gain a better understanding of their job and the company as a whole. They can more readily increase their skills and identify opportunities to move ahead. Conductix, in turn, benefits from loyal employees, a safer work environment, and a pool of talent to fill open positions from within.
Questions
1. Suggest some ways that effective assessment could contribute to the success of Conductix-Wampfler's mentorship program.
2. How does Conductix-Wampfler's mentorship program support career management?