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TTX Mentoring

Application

Process

Tools

Goals

In Practice

TTX Mentoring programme is a response to the needs of organizations that:

  • are looking for the implementation of a transfer of knowledge and capabilities (of a managerial or specialist nature) for everyday practice,
  • would like to retain managerial and/or expert capabilities and experiences that are valuable to the company,
  • wish to build and strengthen a long-term culture of knowledge-sharing and support in development (especially “intergenerational” support),
  • want to build additional motivation for outstanding and experienced workers through establishing the role and status of a mentor.

The specificity of needs in every organization determines the choice of the possible solutions that we propose.
These are:

  • managerial (developmental) mentoring – also suggested to enhance programmes for talents within the organization,
  • specialist (professional) mentoring,
  • implementation mentoring ( so-called “on board” mentoring).

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  • the training of “soft” mentoring skills, that isn't adjusted to the needs of the client’s organization,
  • a one-time inspiration for a group of participants interested in the difference between coaching and mentoring.

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  • a program focused on preparing three groups (mentors, mentees, and the superiors of the mentees) to effectively use individual mentoring opportunities,
  • includes the implementation of a mutual understanding of roles and undertaking them in individual mentoring sessions by the groups of participants described above,
  • for the mentors themselves, this programme provides an opportunity to become acquainted with mentoring tools and is a true training of their application,
  • thanks to the supervisory actions, it gives the possibility of improving mentoring practices.

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This programme allows individual development work between mentor and mentee in organizational practice. The designing of this process, with the support of TTX Institute consultants, focuses on tailoring specific solutions to the organizational culture and business requirements. Implementing several stages of the process, determining its goals and framework, as well as the monitoring and measuring its effects all increase the chance of effective learning. We supply solutions that aim for effective learning from mentors, as well as a concrete education for the entire organization – using mentoring to the best capability (potentially a very effective form of development). 

The programme we propose is based on the logic of our original BLEND (Boarding-Learning-Exploring-Nailing Down-Delivering) model. This formula covers the leading of the participant from the subjective assumption of a development route (the Exploring stage) to acquiring the required resources of experience and knowledge (both his/her own, as well as that of the mentor, the Learning stage), up to the making of a decision and planning concrete actions (the Nailing Down stage). The closing process – the Delivering phase – is a realization of plans and commitments that have been undertaken and achieving the results. 

We suggest that the mentors work with mentees using tools found in the C.A.P model (Coaching, Advising, Professor). Apart from the basic skills associated with carrying out professional dialogue and work with feedback, this assumes a flexible usage of three technique’s in a manner that is suited to the situation:

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For the participants – both the mentors and mentees – we offer a guidebook tailored to the needs of the organization (two versions – a one for the mentor, one for the mentee), which includes complete information of how to effectively make use the of programme.

In TTX Mentoring programmes, we also use a varied range of original tools from the TTX Toolbox package, useful in the diagnosis of development areas, motivators, or the image of mentees:

  • Peer-To-Peer Feedback – a qualitative feedback survey,
  • 3AE 360° Leadership Analysis (for managers), 180°/270° TALENT Profile (for specialists) – quantitative tools used to diagnose individual brands in the team,
  • MPS Test and I-SPEAK or MBTI – psychometric surveys useful in the analysis of communication styles and actions,
  • Career Inventory – a questionnaire serving to identify preferred types of career and development motivations,
  • D. Kolb Learning Style Questionnaire – to determine the individual style of learning of the mentees. 

From the perspective of the organization:
accumulation and protection against the loss of valuable expertise and knowledge about best practices through their transfer from experienced masters to young leaders and specialists,
promotion of a culture based on constant development and learning,
implementation of business initiatives launched by the program participants.

From the perspective of the participant:
expansion of opportunities for career development within in the organization,
identification of specialist or managerial competencies for development and their regular improvement under the supervision of a mentor,
consolidation of subjectivity and use of additional internal motivators.

From the perspective of the mentor:
development of practical teaching competencies through the use of personal experience, authority and expertise,
opening a new career perspective and satisfaction with developing others as an important factor that strengthens motivation and identification with both the company and personal role.

Client:
PZL Mielec - Polish Aircraft Company. An organization with a long tradition in the production and design of aviation. Producer of airships and aviation structures.

Challenge:
Professional Mentoring program (2013) designed and implemented to support the organization in an effective transfer of specialist competencies covered the following elements:

  • designing a mentoring programme along with the HR department,
  • preparing company mentees, superiors, and executives, for the programme implementation,
  • training of skills and supervision for 18 mentors.

Effect:
The next steps were planned in close cooperation with the programme coordinator the HR department of PZL Mielec. The Mentoring project is treated as important tool for business improvement and the development managerial and specialist potential. 


What we do

Talent Profiling

Talent Profiling is a talent programme aimed at middle management and specialists, whose competencies ought to be comprehensively diagnosed and developed. It is a natural introduction to the worker’s first step on a training path and further development in the organization. Typically encompassing career and personal image workshops, it constitutes an important phase of the talent’s application for succession plans or internal recruitment processes

Goals: 
A balance of personal and social competencies required for expert and managerial positions.

Increased awareness of the participants' own role in the organization and the confirming of motivation to continue the chosen career path.

The formulation of an individual development plan and subsequent undertaking of work in priority areas that need development.

A better understanding of the values and goals of the organization, as well as an increased sense of awareness of how to influence and achieve them. 

Increasing the awareness of career management and building a personal image.

Team Profiling

Team Profiling is designed for teams of all levels: management, functional and design.

Goals:
Diagnosis of the quality and effectiveness of team cooperation in the context of business challenges and values that hold the team together.

Identification of the areas for improvement and the launch and implementation of developmental initiatives.

Improvement of the key indicators measuring the quality of cooperation, communication and team effectiveness.

Acknowledgment of the leader’s authority and the building up of self-reliance and initiative of other team members. 

Increased awareness of the participants' responsibility for business effectiveness, as well as an improved atmosphere within the team and its brand in the organization.

 

Leadership Profiling

We would recommend Leadership Profiling to high management teams. For groups that are also management teams of the whole organization, the goals of the programme are extended by the development of selected team and individual competencies related to group cooperation.

Goals (from the perspective of the organization and leaders):
Development of authority and professional and personal maturity of people leading teams and organizations, strengthening the professional image (personal brand) of the manager.

Broadening the scope of managerial skills through the perfection of the rules and techniques of of Personalized Leadership and professional team management during periods of difficult change.

Aware management of own career and skilled guidance of the careers of talents.

Planning and professional guidance of strategic reflection within the organization and building the  desired culture within the organization or team. 

TTX Academy

TTX Academy is an offer made up of 3 solutions – dependent on the specific needs of the clients. We offer tested programmes that are carried in different forms, tailored to the needs of the organization. When designing a programme, we first and foremost take into consideration the business challenges of our clients. We make sure that the perfected competencies are directly related to the current tasks being carried out by the participants. When working with our clients, we pay attention to the sponsor’s engagement with business-related issues, and also designing the whole communication plan, which in turn influences the motivation of the participants and the image of the project in the company. 

Goals:
Delivering practical solutions related to current challenges in the field of people management.

Creating the opportunity to train new skills and exchange good practices.

Teaching key managerial behaviours that have a strong influence on building the commitment of employees. 


TTX Mentoring

TTX Mentoring is a programme focused on preparing three groups (mentors, mentees, and the superiors of the mentees) to effectively use individual mentoring opportunities. It also includes the implementation of a mutual understanding of roles and undertaking them in individual mentoring sessions by the groups of participants described above. For the mentors themselves, this programme provides an opportunity to become acquainted with mentoring tools and is a true training of their application. Thanks to the supervisory actions, it also gives the possibility of improving mentoring practices.

Goals:
from the perspective of the organizationaccumulation and protection against the loss of valuable expertise and knowledge about best practices through their transfer from experienced masters to young leaders and specialists, promotion of a culture based on constant development and learning, implementation of business initiatives launched by the program participants.

from the perspective of the participant - expansion of opportunities for career development within in the organization, identification of specialist or managerial competencies for development and their regular improvement under the supervision of a mentor, consolidation of subjectivity and use of additional internal motivators.

from the perspective of the mentor - development of practical teaching competencies through the use of personal experience, authority and expertise, opening a new career perspective and satisfaction with developing others as an important factor that strengthens motivation and identification with both the company and personal role.

AC/DC

The Assessment/Development Centre provides the opportunity for a comprehensive diagnosis of potential and key competencies required for specialist and managerial positions. Programme leads to gathering qualitative and qualitative feedback about the assessed competencies, both for the participant, as well as for the superiors and HR department. It is also a support for recruitment or development processes on the basis of conclusions drawn from the assessment.   

Goals:
Determining how the participants’ level of competence corresponds to the level of competence expected by the organization.

Pinpointing, using, and improving the participant’s strengths worth using in order to achieve a strategic goal of the organization.

Determining individual competency gaps to be worked on in the future.

Increasing the awareness of the AC/DC participants about their strengths and areas for development.