Since joining WaterAid as Global Talent Manager in 2018, I have personally benefitted from flexible working. I work part-time — 3 days a week — and worked mostly from home long before Covid-19 came into our lives. This kind of arrangement has generally been considered the exception rather than the rule. But Covid-19 is a game changer and in the new normal, employees will have far greater expectations of their organisations to accommodate their flexible working needs to enable them to achieve an effective work-life balance.
The backbone of many organisations and a key resource for many leaders and managers are the office professionals. But are your PAs/EAs “forgotten workers” when it comes to tapping into their abilities and providing opportunities for development and progression? What can you do in your organisation to help motivate and develop this vital resource?
The economic gap between men and women is forecast to disappear by 2186. So financial gender inequality will be with us for an awfully long time yet! As part of our blog series for #iwd2019, Lis Merrick considers the current gender pay gap situation and gives two top tips for using sponsorship mentoring to remedy this situation.
She will recommend some fundamental changes that need to be made in the workplace and society to expedite more equality. But also offer a couple of suggestions that any organisation, which is serious about tackling gender inequality and the gender pay gap, can implement straight away. Continue reading
How to set up a Mentoring Programme
A successful mentoring programme design that delivers the results you are looking to achieve can be a difficult process. Particularly if the organisational culture is at odds with the philosophy of mentoring, or the senior management are paying lip service to the programme’s introduction. Continue reading
In the last two decades, many employers have shown enthusiastic commitment to gender diversity. Women have made enormous strides in being able to compete on the same playing field as men at work. This is where initiatives such as mentoring and sponsor programmes have been really successful in helping erode this gender imbalance and create more gender equity. Gender equity means fairness of treatment for women and men, according to their respective needs. All the research strongly confirms this as being an important factor in developing more women leaders. So let us consider:
- What are the outcomes from introducing mentoring for women into your organisation?
- The outcomes of mentoring which support gender equity for women.
- And what is different about female talent mentoring today?
What is Talent Management?
As 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.
Read on, or watch the video, to learn more about a model on Talent Management and Mentoring that I developed with my colleague, Lis Merrick.
The more self-aware a mentor can be about their behaviour and the degree to which they listen to their mentees around what the mentee is looking for from them, the better the relationship can be.
This video explores two different and sometimes competing models of mentoring which are used globally. It also provides a simple and practical framework to help mentors understand how to behave effectively in an organisational mentoring programme.
The key players are the senior executive and the coach. However, executive coaching does not occur in a vacuum. There are a number of stakeholders involved in the executive coaching process — the executive’s leader, peers, reports, Human Resources — but the real focus is on the relationship between the coach and the individual executive. Continue reading
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