Tag Archives: HR Analytics

Selecting a Mentoring Software: Critical Success Factors you must consider

Mentoring Software for Corporate Mentoring Program
Selecting A Mentoring Software for Corporate Mentoring Program

The fact that you are here means that you are already an avowed advocate of the power of Mentoring in the workplace. And now you are looking at enabling your Mentoring Program with technology for ease and effectiveness.

Here is a quick blueprint on some of the critical success factors you must consider before zeroing in on the right software for your internal Mentoring Program:

The Right Mentee-Mentor Matching

The key to success of a corporate Mentoring Program is right Mentee-Mentor matching. The software should have a facility for matching based on skills, interests and strengths. This allows for a comprehensive matching leading to great outcomes of your Mentoring Program.

Does it have the necessary features in line with the current Mentoring practices and Technology trends?

Often Mentoring programs fall through the cracks because Mentors and Mentees are not able to find time to meet or talk in the midst of their work. A software that allows them to schedule sessions, pushes reminder notifications and even have quick chats through a messenger can be a great way to keep the Mentoring Program on-course.

It should also allow users (read Mentees and Mentors) to share feedback about the program through quick Pulse Surveys. Pulse surveys allow you to capture the feedback of the employee based on instantaneous  experiences.

Also, the Mentoring Program co-ordinator should be able to track the program health across geographies, departments in the Mentoring cohort to ensure the objectives are met and take necessary course correction. Further, the Mentoring software should allow you to measure the ROI of your Mentoring program. A visual data analytics dashboard in the software is a surefire way to do all of that.

Is it Customizable to your needs?

The software platform should be customizable to meet your specific mentoring objectives. Whatever be your objective  for running a Mentoring Program – whether you are running it for leadership development, succession planning, diversity & inclusion, knowledge transfer the  software should be agile and robust to support all your needs.

Is it Scalable for the size of the Mentoring cohort?

You could be initiating a Mentoring Program for a small cohort in a department or a large cohort across business units, the software should be scalable to support any number of users in your organization. It should allow flexibility to accommodate more users as the program gains traction inside your organization.

Is it backed by Research and Expertise?

While internal Mentoring Programs have been around for a few decades now, current mentoring practices are in line with the changing workforce demographics and realities of businesses facing competitive pressures. The software shouldn’t just be a technology tool and should be backed by a deep understanding of what kind of mentoring is aligned with the changing organizational landscape. It should also have a Customer Success Process to ensure that you are able to accomplish your objectives of the Mentoring Program.

Does the price justify your investment?

Last but not the least, the price of the software should be worth your investment. It’s also important to ensure that the pricing is simple and transparent.

Make yourself aware right at the beginning of your purchase process that it doesn’t have any exorbitant fees over and above what you pay per user. It’s advisable to schedule a demo with the software provider to understand the software platform well enough and make yourself aware of the price you are going to pay.

Don’t Abolish HR Yet!

Data driven HR

In an article written in Harvard Business Review, Dave Ulrich, a Professor at the Ross School of Business, University of Michigan, and co-founder of the RBL Group, addressed a raging debate – ’Should we do away with HR? He goes on to say,

“The debate arises out of serious and widespread doubts about HR’s contribution to organizational performance. It is often ineffective, incompetent, and costly; in a phrase, it is value sapping. Indeed, if HR were to remain configured as it is today in many companies, I would have to answer the question above with a resounding “Yes—abolish the thing!”

In the light of the economic crises in the corporate world in the last few years and the changes that have also been precipitated by emerging start-ups, HR has to become future forward to stay relevant. HR professionals can help turn aspirations into actions by focusing on three things:  talent, culture and leadership.

HR professionals should then be the architects of talent, culture, and leadership as they help line managers deliver what they promise.

In the course of NxtSpark’s work on Talent Development, I work closely with organizations on challenges faced by them with their people – ranging from change management, competency development, leadership building, mentoring, etc.  Most of the times, our clients approach us not with the problem per se but with the manifestation of the problem. During our conversations, on how the interventions designed and deployed by us is going to help them, I have realized that their focus is usually on the episodes where the business manager has faced the challenges with his people in executing and implementing and they want overnight solutions. As is the case with any behavioral change, it takes time, a process and an environment that sustains the change.

Basis experience of working with the clients, I have sifted the crucial observations and parameters of making HR interventions work. Here are the top pointers on how to get the best out of such HR interventions:

Solve the problem, not the manifestation: Getting to the root of the problem is important. Most of the times the attempt is to address the manifestation rather than the problem itself. One of our clients had a challenge around their managers not being able to do ‘Next Level Thinking’. The workshop was then designed on what’s causing this challenge, providing conceptual frameworks for the participants to get equipped on the skills to overcome this challenge and simulating case situations to enable them overcome that problem in the workshop.

Align the intervention outcomes with the business objectives: This is perhaps the most important criteria to ensure success of any HR intervention. Without linking the outcomes with the business objectives the training becomes an ‘offsite’ to relax, network with other colleagues in the organizations and only to go back to their work with no clarity on what has been learnt and how to use in the workplace. E.g. if a communication skill improvement has been planned through a workshop, it should be linked to in what sphere the communication needs to improve – whether it is with the customers or internally with other colleagues of the team or another department. Having clarity around this ensure that the workshop has enough activities and modules to simulate the real situations in which those skills will be tested.

Don’t look for quick fixes: Business managers want overnight solutions to problems that have persisted for ages. When dealing with HR interventions, one has to realize that people base their world views based on their background and that has been built over years of experience. Once the change has been set into motion in a workshop, it takes a little bit of time and constant encouragement to reinforce and continue the process of change in the individual.

Ensure follow-through happens: After the training or the workshop, it’s imperative that the business manager provides necessary projects and assignments to the people who have gone through the workshop. These projects allow the people to implement the concepts that they have learnt and receive feedback on how they can improve.

Identify and track post intervention metrics: Metrics for measuring the success of workshops need to be identified in advance and then tracked at regular intervals. Feedback from peers, managers and customers can be taken to track the progress on the identified metrics. These metrics can then be processed further through Analytics tools to give insights on what can be done to improve performance, achieve business objectives, have sharply-focused training programs, design better compensation structures etc.