《人力资源管理》Dessler_HRM12e_PPT_10.pptVIP

Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 10–* Appraisals also provide an opportunity to discuss and link the employee’s performance, career interests, and developmental needs into a coherent career plan. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 10–* What employers can do to make mentoring programs more effective is somewhat counterintuitive. ? Require mentoring? It makes little difference in the extent or quality of mentoring whether the protégés volunteer to take part, or are assigned formally to mentors. ? Provide mentoring training? Keep it to a minimum. The more hours spent on mentor training, the more mentors report poorer mentoring relationships. ? Does distance matter? No. The long-distance mentoring participants may work harder at their relationship to compensate for the distance. ? Same or different departments? Mentoring is useful when mentors and protégés are in the same department. ? Big or small difference in rank? Protégés prefer mentors closer to their own level. This makes first-line supervisors particularly valuable as mentors. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 10–* Mentoring traditionally means having experienced senior people advising, counseling, and guiding employees’ longer-term career development. Mentoring may be formal or informal. Informally, mid- and senior-level managers may voluntarily help less experienced employees—for instance, by giving them career advice and helping them to navigate office politics. Many employers also have formal mentoring programs. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 10–* In order for the mentoring relationship to work effectively, proteges must choose their mentors carefully. Human Resources Management 12eGary Dess