2 Responses

1. Formal vs Informal
   Formal training will require a commitment in time, and space to do so effectively – large chunks of learning can be delivered well “on the job” but need a structure just like any other training/coaching session “off the job”. Targets here should include setting specific objectives, planning to meet these and evaluating the efficency of these sessions.

   Informal training is pretty easy and happens all the time, at least until the person on the recieving end knows pretty much everything there is to know and can do their job exceptionally without assistance, and is harder to gauge the effectiveness of. However regular coaching, 1-2-1’s etc. can form part of this and form part of the KPI.

   But… make sure your managers are properly equipped to do this before targetting them. Not every manager is an effective trainer or coach and though these skills can be trained/learned it takes time for people to get good at it.

2. Develop a Mentoring Program
   Suggestions that work well for us and may or may not work for you:
   * Do not give your managers the added responsibility of serving also as mentors. It is best assigned to an experienced person in the same specialty as, and ideally more senior than the mentee. Also the roles of mentor and manager necessarily result in conflicts of interest.
   * Assign mentors to only one mentee if possible and for a long-term relationship.
   * Give mentors a workshop in their responsibilities and provide managers an overview.

   Mentors should have responsibilities to:
   1)Train (on-job) in tasks or projects after mentee has completed formal training,
   2)Evaluate mentee’s competence in the task or project and record it,
   3)Coach mentee through problems affecting his job performance.

   Provide some reward to mentors for this added and most important responsibility.

   It can be said that a responsible MENTOR:
   M otivates,
   E valuates,
   N urtures,
   T rains,
   O bserves &
   R ecords.