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tisdag 18 maj 2010
Mentoring Millenials, från ASTD Nyhetsbrev maj 2010
Mentoring Millennials
Harvard Business Review (05/10) P. 68; Meister, Jeanne C.; Willyerd, Karie
Jeanne Meister and Karie Willyerd, co-founders of Future Workplace, have devised a list of several resource-efficient ways to mentor millennials -- the people born between 1977 and 1997.
They surveyed 2,200 professionals in various industries and concluded that millennials want a constant stream of feedback, are in a hurry for success, view work as a key part of life, seek work that is personally fulfilling, have high expectations of their employers and themselves, and are used to overachieving and making strong commitments.
With these things in mind, the pair identified three types of mentoring for millennials: reverse mentoring, group mentoring, and anonymous mentoring.
Reverse mentoring shifts responsibility to the employee and allows them to mentor senior executives by, for example, teaching them about a new social media platform. This gives the millennials access to senior-level players and a behind-the-scenes view while allowing executive mentees to provide some advice and gain understanding of a new portion of their workforce.
Group mentoring typically uses an online platform and allows employees to define mentoring in their own terms. Managers can share the mentoring responsibility and employees can learn from their peers, which most seem to favor.
Anonymous mentoring uses psychological testing and background reviews to match mentee and mentor, who then meet online and converse for six to 12 months in what often develops into a close relationship. Meister and Willyerd conclude that millennials put into words what all generations desire: getting straight feedback from managers; feeling valued, empowered, and engaged at work; and continual growth and learning.
Vill du läsa mer: http://hbr.org/2010/05/mentoring-millennials/ar/1
Harvard Business Review (05/10) P. 68; Meister, Jeanne C.; Willyerd, Karie
Jeanne Meister and Karie Willyerd, co-founders of Future Workplace, have devised a list of several resource-efficient ways to mentor millennials -- the people born between 1977 and 1997.
They surveyed 2,200 professionals in various industries and concluded that millennials want a constant stream of feedback, are in a hurry for success, view work as a key part of life, seek work that is personally fulfilling, have high expectations of their employers and themselves, and are used to overachieving and making strong commitments.
With these things in mind, the pair identified three types of mentoring for millennials: reverse mentoring, group mentoring, and anonymous mentoring.
Reverse mentoring shifts responsibility to the employee and allows them to mentor senior executives by, for example, teaching them about a new social media platform. This gives the millennials access to senior-level players and a behind-the-scenes view while allowing executive mentees to provide some advice and gain understanding of a new portion of their workforce.
Group mentoring typically uses an online platform and allows employees to define mentoring in their own terms. Managers can share the mentoring responsibility and employees can learn from their peers, which most seem to favor.
Anonymous mentoring uses psychological testing and background reviews to match mentee and mentor, who then meet online and converse for six to 12 months in what often develops into a close relationship. Meister and Willyerd conclude that millennials put into words what all generations desire: getting straight feedback from managers; feeling valued, empowered, and engaged at work; and continual growth and learning.
Vill du läsa mer: http://hbr.org/2010/05/mentoring-millennials/ar/1
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