网络培训虽强大，优秀导师更难求
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如今，人际交往已经很少有“握手”这样的是直接接触，甚至连共同负责同一个项目的同事也可能从未见过面。在这种情况下，如何才能找到一位理想的导师呢？ 如今，依托于网络的项目使公司对员工的指导变得更加便利，但员工自身依然要努力，才能建立有效的师徒关系。 饮食服务与设备管理公司索迪斯集团（Sodexo）就是一个例子。该公司多元化与融合项目拓展总监朱迪•戴维森称，几年前，公司启动网络辅导项目之前，每年只能安排45到125员工与导师结成师徒关系。目前，索迪斯在美国的115,000名员工和大约15,000名经理人都能参与到辅导项目，从中受益。 戴维森表示，传统项目一对一的性质决定了并非人人都有机会参与。所以，索迪斯开始采用由企业培训软件公司Triple Creek（位于科罗拉多州格林伍德村）开发的软件，凭借该软件使用的计算方法，公司可以形成理想的导师-学员关系配对。 目前，索迪斯启动了一个非正式项目，所有经理人均可参加，共有约1,700名学员和1,300名导师；同时，公司有约125人继续接受传统的一对一指导。 基金管理公司北方信托（Northern Trust）也利用技术，为全球13,000名员工提供辅导项目。北方信托采用的也是由Triple Creek公司开发的辅导软件。 北方信托公司发言人索菲亚•威尼托认为，依托于网络的辅导项目不见得一定能节省公司的资金，因为公司需要在前期对软件进行投资。“传统的、面对面的人工指导不需要太多前期投资，但项目的管理（确实）需要耗费大量的时间和资源。” 师徒关系决定学习效果 社交软件公司Rypple的联席CEO丹尼尔•德鲍称，不论采取在线方式还是面对面，师徒关系本质上也是一种“社会关系”。任何技术的目的“都应该是深化和丰富社会关系”。Rypple公司主要生产绩效管理软件。 路易斯•扎克利是位于美国菲尼克斯的育英中心（Center for Mentoring Excellence）总监，并著有《导师指南：培养有效的学习关系》（The Mentor's Guide: Facilitating Effective Learning Relationships）一书。他认为，归根结底在于参与者对这种关系的投入程度。合适的导师“人在廷巴克图还是纽约无所谓，但是你得清楚这个人是个什么样的人，他能教给你什么东西。” 扎克利建议，要明确自己希望实现的目标，并确立标准，来决定谁才是能帮助自己实现目标的良师。 “学习是这种指导关系的目的、过程，也是结果。这才是参加辅导项目的初衷。” 班纳健康中心（Banner Health）负责亚利桑那州西部地区业务的总裁凯西•柏林格作为导师和学员都有丰富的经验。 随着时间流逝，柏林格发现自己在担任导师、拿出时间指导他人这件事情上变得越来越挑剔。“我希望搞清楚，自己到底是不是最合适的人选，能不能帮助对方实现目标……因为这是一个契约，一份承诺。” 班纳健康中心品牌服务部资深总监朱莉•B•谢尔曼是柏林格的学员。 |
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In an age where people "connect" with or "friend" each other without so much as shaking hands and where some coworkers who work on projects together never meet in person, how do you go about finding an ideal mentor? Web-based programs may make it easier for companies to offer mentoring opportunities to employees, but you still have to do the hard work of building a useful relationship. Consider Sodexo. Before the food services and facilities management company launched an e-mentoring program several years ago, the company sponsored from 45 to 125 new mentoring partnerships each year, says Jodi Davidson, director of diversity and inclusion initiatives. But Sodexo has a U.S. workforce of 115,000 employees and about 15,000 managers who could benefit from a mentorship program. The one-on-one nature of the formal program "was not going to allow everyone to take part," says Davidson. So Sodexo has begun to use software by Greenwood Village, Colo.-based Triple Creek, which uses an algorithm to suggest ideal mentor-mentee matches. Now, Sodexo has an informal program open to all managers that has about 1,700 mentees and 1,300 mentors and it continues to have about 125 formal mentoring partnerships. Financial manager Northern Trust also relies on technology to open up the mentoring process to its more than 13,000 employees across the globe. Northern Trust also uses Triple Creek's mentoring software. Web-based mentoring doesn't necessarily save a company money, because it requires an initial investment in the software, says Northern Trust spokesperson Sophia Venetos. "Setting up a traditional face-to-face, manually run program doesn't require much upfront investment, but [does] require significant time and resources to manage." It's the relationship that counts Whether online or face-to-face, mentoring is "a social relationship," says Daniel Debow, co-CEO of Rypple, which produces performance management software. Any technology "should facilitate deeper, richer relationships." It all comes down to your commitment to that relationship, says Lois Zachary, director of the Phoenix-based Center for Mentoring Excellence and author of The Mentor's Guide: Facilitating Effective Learning Relationships. The right mentor "can be in Timbuktu or New York but you have to understand who that individual is and what they bring to the relationship." Zachary recommends identifying specific goals you want to achieve and establishing criteria to determine the right mentor to help you reach them. "Learning is the purpose, the process, and the product of mentoring. It's why you do it." Kathy Bollinger, president of the Arizona West Region of the Banner Health system of hospitals, has plenty of experience as a mentor and as a mentee. Over the years, Bollinger finds she has become much more selective about giving up her time to mentor others. "I want to make sure I'm the right and best person for what that person wants to accomplish ... It's a contract, a commitment." Bollinger has taken on Julie B. Sherman, Banner Health's senior director of brand services, as a mentor. |
