{"id":1576,"date":"2018-09-18T15:22:03","date_gmt":"2018-09-18T14:22:03","guid":{"rendered":"https:\/\/www.coachmentoring.co.uk\/articles\/?p=1576"},"modified":"2018-09-18T15:22:03","modified_gmt":"2018-09-18T14:22:03","slug":"talent-management-mentoring","status":"publish","type":"post","link":"https:\/\/www.coachmentoring.co.uk\/articles\/2018\/09\/talent-management-mentoring\/","title":{"rendered":"Talent Management and Mentoring"},"content":{"rendered":"

What is Talent Management?<\/h2>\n

\"TalentAs long ago as 2005, Brewster et al defined talent management as occurring on a global basis. It is a far broader concept than a series of international assignments for young potential. They describe a picture of being able to retain and attract the best talent anywhere in the world. Global brands like Diageo, Shell and Rolls Royce attach great importance to developing a positive brand for potential recruits.<\/p>\n

Read on, or watch the video, to learn more about\u00a0a model on Talent Management and Mentoring that I developed with my colleague, Lis Merrick<\/a>.<\/p>\n

https:\/\/www.coachmentoring.co.uk\/articles\/wp-content\/uploads\/2018\/09\/Talent-Management-and-Mentoring.mp4<\/a><\/video><\/div>\n

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Developmental Mentoring<\/h3>\n

In our view, there are three main ways of explaining different approaches to mentoring and Talent Management. The model favoured within Europe, is that of developmental mentoring. This is where the mentor acts as a Guardian or role model, and where power is sought to be equalised between two people; two-way learning occurs and the mentor supports the mentee through their own network and signposting activities. It\u2019s very much a relationship which is focussed on developing the mentees capability and potential.<\/p>\n

Sponsorship Mentoring<\/h3>\n

In sponsorship mentoring, the picture is somewhat different. The mentor is a sponsor who directs the mentee and sets the agenda for their development. They do not expect any two-way learning within this relationship. The mentor seeks to promote the mentee by publicising them, pushing them into certain activities and relationships. The relationship supports the mentor and the mentee\u2019s career development.<\/p>\n

Talent Management Mentoring<\/h3>\n

In what we call Talent Management Mentoring, the mentor becomes more assertive with the mentee and begins to take over the agenda of their development. This is typically characterised by behind the scenes activities taking place to promote the mentee\u2019s development and presence within their organisation. The mentor begins to create what we have called \u2018organisational immunity\u2019 for any political damage that might happen to the mentee.<\/p>\n

Based on our research with a range of companies, we wanted to create a framework, or a model, which represented the different aspects of Talent Management Mentoring, which we saw in those organisations. In doing so we developed what we called the Talent Management Mentoring Wheel.<\/p>\n

Talent Management Mentoring Wheel<\/h2>\n

\"Talent<\/p>\n

Career Functions<\/h3>\n

This has two main aspects to it. Firstly, we have career functions of Talent Management Mentoring. These include the sponsorship described earlier. The idea that the mentor pushes the mentee forwards, enables them to be exposed to new opportunities and to be visible within the organisation. It may include some short-term behavioural coaching. This develops the specific skills and competences necessary to thrive in that environment. Talent management may also include the mentor \u2018protecting\u2019 their mentee from any political flak that may come their way.<\/p>\n

It may include helping them to identify challenging assignments which again, help seek to develop them, as well as helping them to manage those political games that get played in organisations.<\/p>\n

Emotional Functions<\/h3>\n

Alongside that, we also felt the emotional functions of mentoring were important to consider within a Talent Management Mentoring process:<\/p>\n