LloydsTSB - Mentoring: A protected relationship

A well structured training and development programme pays rich dividends both in identifying and retaining talent within an organisation. But it is also frequently seen as a key decision factor in the recruitment of talent from outside. Supporting training and development activities with coaching and/or mentoring will enhance the returns on the learning investment, and can also make a huge contribution to retention strategies.

What does mentoring mean?

There are, of course, many definitions, but in LloydsTSB we defined mentoring as ‘a protected relationship’, where one person professionally assists the development of another, outside of the normal manager/staff member relationship.

A mentor will usually be a more experienced person, willing to share his or her knowledge and experience within a relationship of mutual trust.

Mentoring can help anyone in an organisation. In LloydsTSB we used mentors to support:

§          Senior managers;

§          People in minority groups;

§          People taking professional qualifications;

§          Participants in development programmes;

§          Graduate entrants;

§          All new entrants, albeit in a less formal way using ‘buddies’.

Mentoring is used in different organisations in many different ways. Some companies opt for an informal approach, while others such as LloydsTSB run a structured programme.

A role for mentoring

Within LloydsTSB we identify employees we believe have the potential to reach some of the most senior roles. Executive profiling is standard practice with all senior appointments and is increasingly used in determining the capability of talented individuals internally.

For the past two years, we have provided such talented executives with the opportunity to attend a four-day development programme. The aim of these programmes is not so much to formally assess skills and competencies, but rather an opportunity to help individuals better understand the role of a functional director and what this requires of them. It also enables people to revisit their learning plans and to establish if they are achieving their career potential. Many executives had limited established networks (internal or external) and did not have any formal mentoring arrangements in place. Feedback has indicated that every one benefited from having a mentor to be supportive in taking their plans forward. Identification of a suitable mentor was not constrained just to internal resource.

We are all aware of the barriers, real or perceived, which can inhibit the ability of individuals or groups of individuals from fulfilling their potential. Fully embracing diversity, LloydsTSB supported the establishment of specific networks for women, the disabled, those from ethnic backgrounds and gays/lesbians. These networks, which are at different stages of maturity, provide opportunities for like minded people to share their challenges; to listen and speak to role models both within and external to the organisation. Each of the networks organises a programme of events focussed on relevant development activity as well as practical advice on overcoming barriers. Part of the internal support proposition was an encouragement to use mentors, with our university website holding a register of potential coaches. Success is reflected in the improving representation of these groups in the management profile.

The investment that is made in identifying and recruiting graduate talent is substantial. The profiling of huge numbers of applications and the establishment of assessment centres represents a significant commitment of both financial and people resource. Securing the right people in the first instance is important. However, we all recognise the benefits that then accrue from retaining these young men and women in their early months with the organisation. Most will be apprehensive. Outside the relationship with their line manager the allocation of a mentor gives them access to someone who can provide reassurance and some direction in helping to tackle the barriers and issues that they will inevitably have to face. This has been a positive feature and feedback from graduates indicates that this has improved retention levels.

The demand for mentors in itself represents an enormous challenge, even for an organisation the size of LloydsTSB. Inevitably, providing a good example from the top of the organisation reflects the corporate commitment to supporting the development of talent at all levels. This is evidenced by executive directors and other senior executives offering their personal support to mentoring. Those who argue against participation because of busy diaries have had to be reminded of their responsibility to the development of people as part of succession planning.

Mentoring in context

At the outset, we ensure that both parties entering into mentoring understand their respective roles. Potential mentors are offered a workshop that outlines their particular contribution and, through role-plays, ensures they have the confidence as well as the skills to maximise value from mentoring.

Who makes a good mentor or mentee?

A good mentor

Anyone can be a mentor. What distinguishes the effective mentor is:

§          Genuine care for the development of people and a willingness to challenge where appropriate;

§          Commitment to the work and success of the organisation and its goals;

§          Readiness to spend time and thought on the mentoring activity;

§          Familiarity with the organisation, its history, politics and culture;

§          Knowledge of how things really happen;

§          A desire to create and work in a relationship of trust and confidentiality.

Above all, a good mentor will have a willingness to share all of these in order to enhance the mentee’s development and progression.

A good mentee

A person who will make the most out of the mentoring relationship should:

§          Constantly be looking for ways to improve;

§          Appreciate the voice of experience;

§          Recognise the time and effort that their mentor is giving to them;

§          Respect the relationship of trust and confidentiality on both sides;

§          Be an effective listener;

§          Be able to put what they have learnt into practice.

What’s in it for me?

There should be benefits to both parties in any mentoring relationship.

As a mentor, mentoring can provide you with the opportunity to:

§          Develop your coaching skills;

§          Demonstrate your commitment to creating a high performance organisation by developing others;

§          Pass on your experience, knowledge and skills;

§          Influence the ways in which things are done;

§          Increase your own abilities, skills and personal learning;

§          Enjoy the stimulation and challenge of working with someone who has a different background and perspective;

§          Understand the organisation from the mentee’s perspective

As a mentee, having a mentor can provide you with numerous opportunities:

§          Continuity of support in your changing environment;

§          To learn from the experiences of a senior manager;

§          To help you understand and resolve organisational and political issues;

§          To receive confidential coaching;

§          Practical assistance through discussion of issues and problems;

§          Help in developing your long-term career plan and development goals;

§          Provide a protected environment to use as a sounding board.

No one I have spoken to in LloydsTSB has challenged the added value that mentoring brings to the business.

Conclusion

The investment in development activities, which enhances retention of talent, carries a cost far below that of recruiting replacements. Mentoring complements learning and development programmes and has done much to maximise the returns that LloydsTSB has obtained from its investment in talent at all levels in the organisation.