Mentoring is not a new concept. There have been mentoring programmes dating back to ancient times, through to the industrial age and evolving right into the current knowledge era. Companies in every sector are now demanding higher profits, higher quality products and services, and the capacity to compete in a more open and global marketplace. Business leaders are expected to perform more broad and versatile roles like the creation of new vision, the development of strategies, the direct involvement in operational issues, team building – and mentoring.

It is not just the mentee who can gain valuable insight and advice, for the business leader it is a fascinating link to what is happening in more junior areas of the business, and is also a good way of talent-spotting for the future leadership pipeline. Mentoring can be a flexible development tool and in our cover story (page 12) you can read about how Tesco uses it to address their diversity issues and how an NHS mentor has created a long-term vision for one of their senior managers.

Christos Manolis, the talent supply manager with Procter & Gamble, is featured in our Profile (page 8) and is keen to emphasise that they were ahead of the trend. He explains that at Procter & Gamble they instil a mentoring programme throughout the organisation, from junior levels right through to the top-tier management.

Another way of preparing your leadership pipeline is to give your high potentials the breadth of experience to be able to meet a variety of business challenges. Take on a role in a different function perhaps? As Chris Paden says in his case study on InBev (page 19): “The biggest impact on the development of potential is the size of the challenge – the bigger the challenge the greater the individual’s development.”

And you can’t get a much bigger challenge than trekking through Costa Rica, which is where Hudson recruitment and talent management consultants (page 16) sent 12 of their high potential employees on a motivational exercise. And the results were surprising for both the participants and the organisation.

The key to remaining competitive in today’s markets is centred round developing, and honing the skills and competencies of your talent. Only then will you achieve their full commitment and truly unlock their potential.


Katie Pattullo
Editor