Creating a Mentoring Culture Bill Sibbers - District Manager Ray Torres, Vice President Sodexo Senior living
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Introduction
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Ray Torres
Bill Sibbers
VP Business Dev
District Manager
Agenda
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What is Mentoring?
Benefits of Mentoring
Building a Mentoring Culture Ten-‐Year Journey Metrics and Outcomes The Future of Mentoring
Discussion
Speed Mentoring
What is Mentoring? People helping people that want to be helped Personal Development tool to help progress with work and life goals Partnership between two people in similar fields or experience Relationship based on trust and respect
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Benefits of Mentoring (People)
LEARNERS/ MENTEES
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ADVISORS/ MENTORS
Benefits of Mentoring (People)
Enjoy a greater sense of connec8on
Gain valuable insights from advisors
LEARNERS/ Text MENTEES
Build new rela8onships across the organiza8on
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Develop skills and competencies
Benefits of Mentoring (People)
Engage in a mutual learning exchange
Share experiences and offer guidance
ADVISORS/ Text MENTORS Enhance communica8on skills
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Become a more effec8ve leader
Benefits of Mentoring (Organization)
Saves money
Fosters diversity and inclusion
ORGANIZATION
Creates a compe88ve advantage through our people
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Builds a diverse pipeline and bench strength
Drives organiza8onal culture and creates connec8ons
Closely aligns with our strategic impera8ves
Sodexo’s Diversity & Inclusion Global
Deeper Pipeline Development
Leveraging D&I, Sustainability, Wellness Leadership
Culture Change for Diversity & Inclusion
Integra8on
Reinforcing for Talent & Business Excellence
Leveraging Diversity for Business Breakthroughs
Compliance Infrastructure and Posi8oning
Leveraging Diversity for Business Growth
Embedding Deeper in Our Organiza8on
Furthering Our Global Reach
Aligning With Invent 2020 and The BeYer Tomorrow Plan
2003-‐2005
2006-‐2008
2009-‐2011
2012-‐2014
2015
External Rela8ons
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Mentoring Vision Culture Why/Values
Diversity & Inclusion
Overarching Strategy
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Charter What/Metrics
Talent Development
Spirit of Mentoring Objectives Talent Management
Business
Strategies
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IMPACT – Formal Mentoring 125
10TH COHORT 2014
CROSS-
CULTURAL/DIVISIONAL
CONNECTIONS
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PARTNERSHIPS PER YEAR
IMPACT Return on Investment
TANGIBLES
Benefit to Cost Ratio $2 : $1
Strong retention and promotion ratios for women and minorities NON-TANGIBLES
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GAINS
Formal Mentoring ROI – Intangible MENTEES
MENTORS
80%
69%
69% 64%
63%
60%
54%
60%
50%
50%
50%
40% 40%
20%
20%
0%
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Strategic Thinking
Enhanced Leadership
Leading Change
Networking
0% Interpersonal Rela8ons
B&I Knowledge
Employee Networking Development
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Informal Mentoring – Expertise in Action
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Interact
Exchange Knowledge
Transfer Learning
Share
Collaborate
Practice
Learn
Relate 2
Apply 3
LIFT Frontline Mentoring
Leveraging Internal Frontline Talent
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Lessons Learned
Expand Gradually
Communicate
Align With Strategies
Measure Outcomes
Leverage Key Stakeholders
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Discussion
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Speed Mentoring Exercise
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Mentoring Roles Mentors: • Often times a pivotal question
Mentees: • Clearly state the problem
• Always try to ask a question
• Why is this important to you? • What is your goal? • Ask questions.
is more powerful than individual instruction, leading to deeper understanding. before giving advice.
• Asking questions stimulates creativity.
• The mentor will learn more by asking than by telling.
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you are trying to solve.
Mentoring Format • Present • Ask • Document
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The Value of Networking
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Closing
Giving connects two people – the giver and the receiver, and this connec8on gives birth to a new sense of belonging. Deepak Chopra, M.D., F.A.C.P. Author, Public Speaker 24 –
Contact Information
Ray Torres - 516 313-0272 ray.torres@sodexo.com Bill Sibbers – 206 669-5747 bill.sibbers@sodexo.com
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