Most of us have mentors in our life who give us a direction to go on. Not only that, they also monitor our progress too. The same concept applies to a business mentor. Mentoring offers business enterprises an economic and efficient way to optimise business resources. With a mentoring program, it is possible to increase potential of human resources and performance of the company on the whole. A mentor can help individuals acquire leadership quality and transform poor-performers into ace professionals through proper guidance and assistance.
The business mentors, however, too have some limitations while helping an enterprise prosper and progress. They can never make an individual willing to work more. This makes it more important for the companies to understand that the mentors are not GOD and they can provide support and service to a certain extent. Need is to employ right mentoring program to ensure the best possible uses of available resources. All these lead to gathering more knowledge about two important parameters of business monitoring – who and how.
Efficient Workforce or Excellent Leaders
With the help of a mentor, the high performers can add a good punch to their performance level. The same mentor can also groom the inefficient employees too. Both groups need a help but employing two different mentoring programs at the same point of time is less likely to be a possibility. At that point, the company has to decide about which one makes the most worthwhile subject of monitoring. The decision depends on its business objectives and priorities. If as an entrepreneur, you favour the development of leadership quality more than the productivity of the workforce, you will go with a mentoring program that produces top-tier managers and pay less or nil attention to making of a productive workforce. However, some companies in their nascent stage prioritize bettering of employees’ skill and then grooming some of them for managerial work.
Without right setting of parameters, a mentoring program can get into the groove. After deciding the subject matter of a mentoring program, a company should work on a process to implement its defined objectives. A mentor appointed for employees’ remedial program will not play the same role for highly potential workers. A mentor who is making an effort to make a manger out of a productive employee will concentrate more on inculcating the skill of team handling. These skills involve power of communication, ability to take decisions and a strong logical vision. This picture is in stark contrast of mentoring of a low-productive group. The requirements for two groups hardly intersect so that it is possible to put in a program that addresses issues common to them.
The business mentors, however, too have some limitations while helping an enterprise prosper and progress. They can never make an individual willing to work more. This makes it more important for the companies to understand that the mentors are not GOD and they can provide support and service to a certain extent. Need is to employ right mentoring program to ensure the best possible uses of available resources. All these lead to gathering more knowledge about two important parameters of business monitoring – who and how.
Efficient Workforce or Excellent Leaders
With the help of a mentor, the high performers can add a good punch to their performance level. The same mentor can also groom the inefficient employees too. Both groups need a help but employing two different mentoring programs at the same point of time is less likely to be a possibility. At that point, the company has to decide about which one makes the most worthwhile subject of monitoring. The decision depends on its business objectives and priorities. If as an entrepreneur, you favour the development of leadership quality more than the productivity of the workforce, you will go with a mentoring program that produces top-tier managers and pay less or nil attention to making of a productive workforce. However, some companies in their nascent stage prioritize bettering of employees’ skill and then grooming some of them for managerial work.
Without right setting of parameters, a mentoring program can get into the groove. After deciding the subject matter of a mentoring program, a company should work on a process to implement its defined objectives. A mentor appointed for employees’ remedial program will not play the same role for highly potential workers. A mentor who is making an effort to make a manger out of a productive employee will concentrate more on inculcating the skill of team handling. These skills involve power of communication, ability to take decisions and a strong logical vision. This picture is in stark contrast of mentoring of a low-productive group. The requirements for two groups hardly intersect so that it is possible to put in a program that addresses issues common to them.
The business mentors, however, too have some limitations while helping an enterprise prosper and progress. They can never make an individual willing to work more. This makes it more important for the companies to understand that the mentors are not GOD and they can provide support and service to a certain extent. Need is to employ right mentoring program to ensure the best possible uses of available resources. All these lead to gathering more knowledge about two important parameters of business monitoring – who and how.
Efficient Workforce or Excellent Leaders
With the help of a mentor, the high performers can add a good punch to their performance level. The same mentor can also groom the inefficient employees too. Both groups need a help but employing two different mentoring programs at the same point of time is less likely to be a possibility. At that point, the company has to decide about which one makes the most worthwhile subject of monitoring. The decision depends on its business objectives and priorities. If as an entrepreneur, you favour the development of leadership quality more than the productivity of the workforce, you will go with a mentoring program that produces top-tier managers and pay less or nil attention to making of a productive workforce. However, some companies in their nascent stage prioritize bettering of employees’ skill and then grooming some of them for managerial work.
Without right setting of parameters, a mentoring program can get into the groove. After deciding the subject matter of a mentoring program, a company should work on a process to implement its defined objectives. A mentor appointed for employees’ remedial program will not play the same role for highly potential workers. A mentor who is making an effort to make a manger out of a productive employee will concentrate more on inculcating the skill of team handling. These skills involve power of communication, ability to take decisions and a strong logical vision. This picture is in stark contrast of mentoring of a low-productive group. The requirements for two groups hardly intersect so that it is possible to put in a program that addresses issues common to them.
The business mentors, however, too have some limitations while helping an enterprise prosper and progress. They can never make an individual willing to work more. This makes it more important for the companies to understand that the mentors are not GOD and they can provide support and service to a certain extent. Need is to employ right mentoring program to ensure the best possible uses of available resources. All these lead to gathering more knowledge about two important parameters of business monitoring – who and how.
Efficient Workforce or Excellent Leaders
With the help of a mentor, the high performers can add a good punch to their performance level. The same mentor can also groom the inefficient employees too. Both groups need a help but employing two different mentoring programs at the same point of time is less likely to be a possibility. At that point, the company has to decide about which one makes the most worthwhile subject of monitoring. The decision depends on its business objectives and priorities. If as an entrepreneur, you favour the development of leadership quality more than the productivity of the workforce, you will go with a mentoring program that produces top-tier managers and pay less or nil attention to making of a productive workforce. However, some companies in their nascent stage prioritize bettering of employees’ skill and then grooming some of them for managerial work.
Without right setting of parameters, a mentoring program can get into the groove. After deciding the subject matter of a mentoring program, a company should work on a process to implement its defined objectives. A mentor appointed for employees’ remedial program will not play the same role for highly potential workers. A mentor who is making an effort to make a manger out of a productive employee will concentrate more on inculcating the skill of team handling. These skills involve power of communication, ability to take decisions and a strong logical vision. This picture is in stark contrast of mentoring of a low-productive group. The requirements for two groups hardly intersect so that it is possible to put in a program that addresses issues common to them.
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