1. Managing Talent & Mentoring in the Fast Lane Michael A. Potter

2. Managing Talent & Mentoring in the Fast Lane Michael A. Potter Chief Executive Officer Michael A. Potter International The 8 th Middle East HR Conference & Expo Dubai, February 25 th, 2009

3. Michael A. Potter UK Born Head of MPA for 15 years Writer/Lecturer/Speaker/Consultant International Experience Fellow of CIPD (UK) Author of the book “ Mentoring in the Fast Lane ” Not Related to Harry Potter!

4. Michael A. Potter International HR & Management Consultants Training Specialists Organisational Development International Focus

5. Global Business Climate Credit Crunch Financial Meltdown Job Cuts Winners/Losers Globalisation Increasing client demands

6. Global Business Climate Technological advances Changing organisational structures High job turnover Increased concern with employees’ wellbeing Focus on personal growth

7. 1396 organisations, over 60 countries Skills resource shortages Today's critical talent issues Impact of talent issues on organisation Plans to address talent issues Recent Global Talent Survey

8. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07http://esa.un.org/unpp

9. Demographic Changes Source: UN Population Division, World Population Prospects: The 2006 Revision (http://esa.un.org/unpp, accessed 13/12/07http://esa.un.org/unpp

10. Source: Deloitte Global Talent Pulse Survey Results 2005 Talent Shortage

11. Critical Issues 1.Attracting New Talent 2.Retention of Key Talent 3.Increasing Demand for Work/Life Balance

12. Global Talent Index Middle East is losing global battle for talent Survey of 30 countries by Heidrick & Struggles Saudi Arabia, Egypt & Iran in the bottom 5 of the Global Talent Index Estimated that UAE would receive a similar rank Middle East countries are not expected to make a significant change within the next 5 years USA – biggest talent hotspot

13. 3 Key Strategies TALENT RecruitmentRetentionDevelopmen t

14. Recruitment Effective Recruitment Processes: Alignment with organisation objectives Vigilance when sifting Staff with right competencies

15. Recruitment Succession Planning Through Effective Investment Graduates and Junior Managers Internships

16. Development Learning & Development Offer learning and development opportunities Promotion to different departments Opportunities for everyone

17. Development Role Design Expand job roles – job enrichment & enlargement Whole process instead of confined routines Broaden skills

18. Retention Culture Culture fit Organisational citizenship Work/life balance & job security

19. Recruitment, Development, Retention Mentoring as a Solution Environment of constant learning Challenges Talent to stretch & strengthen their skills Provides opportunity to gain new competencies & experience Engages Talent in a discussion focused on their career development & expectations

20. Recruitment, Development, Retention Result: Attracting Talent through the promise of personal development Retaining Talent as enhanced job satisfaction & increased organisational commitment result in lower turnover rates

21. What is Mentoring? The word mentor derived from Greek mene (think) Greek mythology: Mentor, a friend of Odysseus (an Ithacan king), was entrusted with the education of Telemachus

22. Role of a Mentor Wise Counsellor Trusted Advisor & Guide Confidant Career Developer Role Model An “Inside Ear” Sounding Board Coach

23. Benefits to the Learner Access to professional counselling Maximising learning opportunities Clear goals Early contribution Networking and crossing departmental boundaries

24. Benefits to the Mentor Personal learning Job enrichment Exposure to new attitudes Movement across departments

25. Benefits to the Organisation Learning culture Responsive to change Increased department interaction Improved competency & efficiency Rapid transfer of experience Improved recruitment & staff turnover Improved cross-functional co-operation

26. Informal Mentoring Unstructured process Not imposed Naturally developed bond Not monitored by the training department

27. Formal Mentoring Structured process Depends on different formal programmes Thorough preparation. Requires a strong involvement of line managers & training department

28. A Successful Mentoring Session 3 stages Create the Climate Explore and Clarify Decide and Act

29. Mentoring Process 1. Goals established 2. Current reality agreed 3. New goals & possibilities explored 4. Goals evaluated & selected 5. Actions planned 6. Skills developed

30. Role of HR Central in designing and managing mentoring Choice of mentors Managing relationships Evaluating success

31. Case study: Executive Mentoring at UBS CONTEXT Financial services company operating globally Present in Dubai & Abu Dhabi Series of changes, mergers and acquisitions

32. Case study: Executive Mentoring at UBS Objective: be in effect ‘one firm’ operating an ‘integrated business model’ Solution: the leadership of the bank needs to be united Key element: Mentoring to deliver awareness

33. Why should we implement mentoring? 1.Rapid change 2.Learning-to-learn 3.Mentoring is a most effective method 4.Mentoring benefits all 5.Mentoring can work most organisations!

34. Points to remember 1.Executive mentoring – high level 2.Remote mentoring doesn’t always work 3.Personality clashes 4.Commitment issues 5.Different goals 6.There has to be an end 7.What happens next?

35. Author: Michael A. Potter Publisher: Lulu http://www.lulu.com/content/2612243 “Mentoring in the Fast Lane”

36. Thank you! Any Questions?