What focus areas and competencies should mentees and mentors

Reference no: EM133459016

Case Study: GM is an American multinational company headquartered in New York City. The company operates through various sectors, but the main businesses are in power and renewable energy. You are the HR Director based in the headquarter. GM has a mentoring system but it only focuses on headquarter employees and mainly for leadership positions. You and your team are planning to design a new global mentoring program to address the challenges derived through the last couple of years.

Questions: here are your four problems:

1. Although the benefits of a mentoring program are well-recognised, it is very difficult to attract employees to be the mentors; this has been specifically highlighted by expatriates- GM sends hundreds of expats annually, but good mentors are always in shortage;

2. According to recent expat surveys, there is very low satisfaction rate on company support and training initiatives;

3. Employees, no matter headquarter employees, expats, or employees at overseas subsidiaries in general are experiencing high level of stress; based on the employee engagement survey, only 20% of employees are engaged with the organisation;

4. The previous mentoring system is not well integrated with other HR functions such as training, performance appraisal, and reward and compensation

Consider the program structure

1. Duration of the program (How long will relationships last?)

2. What focus areas and competencies should mentees and mentors be choosing from to help with making matches?

3. How you want to evaluate the effectiveness of the grogram?

4. What kind of mentoring support will you provide?

Reference no: EM133459016

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