Isha Project

8/9/2019 Isha Project

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PROJECT ON

Mentoring System in ONGC

IN

OIL AND NATURAL GAS CORPORATION LIMITED

Submitted in partial fulfillment of MBA in HR

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH

SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA.

Submitted By:-

Isha Kohli M.B.A-HR

3rd Semester

Enrollment No: A0102309067


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DECLARATION

I, Isha Kohli, student of Masters of Business Administration from Amity

Business School, Amity University Uttar Pradesh, hereby declare that I have

completed the Summer Internship on

EFFECTIVENESS OF Mentoring IN ONGC

as part of the course requirement.

I further declare that the information presented in this project is true and

original to the best of my knowledge.

Date: Isha Kohli

Enroll.No:A0102309067

Place: Noida MBA Class of 2011

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AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

CERTIFICATE

I hereby certify that Isha Kohli, student of Masters of Business

Administration at Amity Business School, Amity University Uttar Pradesh

has completed Summer Internship on EFFECTIVENESS OF

MENTORING IN ONGC , under my guidance.

FACULTY GUIDE

Department of HR

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ACKNOWLEDGEMENT

A summer project is a golden opportunity for learning and self development.

I consider myself very lucky and honoured to have so many wonderfulpeople lead me through in completion of this project.

My grateful thanks to Mr AMIT MINZ who in spite of being

extraordinarily busy with his duties, took time out to hear, guide and keep

me on the correct path. I do not know where I would have been without him.

A humble Thank you Sir.

He monitored my progress and arranged all facilities to make life easier. I

choose this moment to acknowledge his contribution gratefully.

My Faculty guide whose patience I have probably tested to the limit. She

was always so involved in the entire process, shared her knowledge, and

encouraged me to think. Thank you, Dear Madam.

I would like to thanks Ms. Ashmeeta khachru - placement Director, ABS

for her efforts and help provided to me to get such an excellent opportunity.

Last but not the least there were so many who shared valuable information

that helped in the successful completion of this project.

Student Name & Signature: Isha KohliEnroll. No: A0102309067Program: MBA(HR)-2011

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CONTENTS

Declaration

Certificate from Industry Guide

Certificate from Faculty guide

Acknowledgement

S.No. Chapter Name Page No.

1 Company Profile

2 Introduction To The Topic.

EFFECTIVENESS OF MENTORING IN ONGC

3 Research Methodology

4 Data Collection

5 Data Interpretation & Analysis

6 Suggestions, & Recommendations

7 Limitations

8 Conclusions

References

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COMPANY PROFILE

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HISTORY OF ONGC

1947-1960

During the pre-independence period, the Assam Oil Company in thenortheastern and Attock Oil company in northwestern part of the undividedIndia were the only oil companies producing oil in the country, with minimalexploration input. The major part of Indian sedimentary basins was deemedto be unfit for development of oil and gas resources.

After independence, the national Government realized the importance oil

and gas for rapid industrial development and its strategic role in defense.Consequently, while framing the Industrial Policy Statement of 1948, thedevelopment of petroleum industry in the country was considered to be ofutmost necessity.

Until 1955, private oil companies mainly carried out exploration ofhydrocarbon resources of India. In Assam, the Assam Oil Company was

producing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50%joint venture between Government of India and Burmah Oil Company) wasengaged in developing two newly discovered large fields Naharkatiya and

Moran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a joint venture between Government of India and Standard Vacuum OilCompany of USA) was engaged in exploration work. The vast sedimentarytract in other parts of India and adjoining offshore remained largelyunexplored.

In 1955, Government of India decided to develop the oil and natural gasresources in the various regions of the country as part of the Public Sectordevelopment. With this objective, an Oil and Natural Gas Directorate was set

up towards the end of 1955, as a subordinate office under the then Ministryof Natural Resources and Scientific Research. The department wasconstituted with a nucleus of geoscientists from the Geological survey ofIndia.

A delegation under the leadership of Mr. K D Malviya, the then Minister ofNatural Resources, visited several European countries to study the status ofoil industry in those countries and to facilitate the training of Indian

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professionals for exploring potential oil and gas reserves. Foreign expertsfrom USA, West Germany, Romania and erstwhile U.S.S.R visited India andhelped the government with their expertise. Finally, the visiting Sovietexperts drew up a detailed plan for geological and geophysical surveys anddrilling operations to be carried out in the 2nd Five Year Plan (1956-57 to1960-61).

In April 1956, the Government of India adopted the Industrial PolicyResolution, which placed mineral oil industry among the schedule 'A'industries, the future development of which was to be the sole and exclusiveresponsibility of the state.

Soon, after the formation of the Oil and Natural Gas Directorate, it becameapparent that it would not be possible for the Directorate with its limited

financial and administrative powers as subordinate office of theGovernment, to function efficiently. So in August, 1956, the Directorate wasraised to the status of a commission with enhanced powers, although itcontinued to be under the government. In October 1959, the Commissionwas converted into a statutory body by an act of the Indian Parliament,which enhanced powers of the commission further. The main functions ofthe Oil and Natural Gas Commission subject to the provisions of the Act,were "to plan, promote, organize and implement programmes fordevelopment of Petroleum Resources and the production and sale of

petroleum and petroleum products produced by it, and to perform such otherfunctions as the Central Government may, from time to time, assign to it ".The act further outlined the activities and steps to be taken by ONGC infulfilling its mandate.

1961-1990

Since its inception, ONGC has been instrumental in transforming thecountry's limited upstream sector into a large viable playing field, with itsactivities spread throughout India and significantly in overseas territories. In

the inland areas, ONGC not only found new resources in Assam but alsoestablished new oil province in Cambay basin (Gujarat), while adding new

petroliferous areas in the Assam-Arakan Fold Belt and East coast basins(both inland and offshore).ONGC went offshore in early 70's and discovered a giant oil field in theform of Bombay High, now known as Mumbai High. This discovery, alongwith subsequent discoveries of huge oil and gas fields in Western offshorechanged the oil scenario of the country. Subsequently, over 5 billion tonnes

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of hydrocarbons, which were present in the country, were discovered. Themost important contribution of ONGC, however, is its self-reliance anddevelopment of core competence in E&P activities at a globally competitivelevel.

AFTER 1990

The liberalized economic policy, adopted by the Government of India in July1991, sought to deregulate and de-license the core sectors (including

petroleum sector) with partial disinvestments of government equity in PublicSector Undertakings and other measures. As a consequence thereof, ONGCwas re-organized as a limited Company under the Company's Act, 1956 inFebruary 1994.

After the conversion of business of the erstwhile Oil & Natural GasCommission to that of Oil & Natural Gas Corporation Limited in 1993, theGovernment disinvested 2 per cent of its shares through competitive bidding.Subsequently, ONGC expanded its equity by another 2 per cent by offeringshares to its employees.

During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstreamgiant and Gas Authority of India Limited (GAIL) - the only gas marketingcompany, agreed to have cross holding in each other's stock. This paved theway for long-term strategic alliances both for the domestic and overseas

business opportunities in the energy value chain, amongst themselves.Consequent to this the Government sold off 10 per cent of its share holdingin ONGC to IOC and 2.5 per cent to GAIL. With this, the Governmentholding in ONGC came down to 84.11 per cent.

In the year 2002-03, after taking over MRPL from the A V Birla Group,ONGC diversified into the downstream sector. ONGC will soon be enteringinto the retailing business. ONGC has also entered the global field throughits subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made major

investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbonrevenue from its investment in Vietnam.

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ONGC Leading National Oil Company of India

Asias best Oil & Gas Company, as per a recent survey conducted byUS-based magazine Global Finance.

Rank as the 2nd biggest E&P company (and 1st in terms of profits), asper the Platts Energy Business Technology (EBT) Survey 2004.

Ranks 24th among Global Energy Companies by MarketCapitalization in PFC Energy 50 (December 2004). [ONGC wasranked 17th till March 2004, before the shares prices droppedmarginally for external reasons).

Is placed at the top of all Indian Corporate listed in Forbs 400 GlobalCorporate (rank 133rd) and Financial Times Global 500 (rank 326th),

by Market Capitalization.

Is recognized as the Most Valuable Indian Corporate, by MarketCapitalization , Net Worth and Net Profits, in current listings ofEconomic Times 500 (4th time in a row ), Business Today 500,Business Baron 500 and Business Week.Has created the highest-ever Market Value-Added (MVA) of

Rs.24,258 Crore and the fourth-highest Economic Value Added(EVA) of Rs. 596 crore, as assessed in the 5th Business Today-SternStewart study (April 2003), ahead of private sector leaders likeReliance and Infosys. ONGC is the only Public Sector Enterprise toachieve a positive MVA as well as EVA.

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Is targeting to have all its installations (offshore and onshore)accredited (certified) by March 2005. This will make ONGC theonly company in the world in this regard.

Owns and operates more than 11000 kilometers of pipelines in India,including nearly 3200 kilometers of sub-sea pipelines.

No other company in India operates even 50 per cent of thisroute length.

Crossed the landmark of earning Net Profit exceeding Rs. 10,000

Crore, the first to do so among all Indian corporate, and a remarkableNet Profit to Revenue ratio of 29.8 per cent. The growth in ONGCsprofits is not is solely due to deregulation in crude prices in India, asderegulation has affected all the oil companies, upstream as well asdownstream , but it is only ONGC which has exhibited such a

performance (of doubling turnover and profits.)

Has paid the highest-ever dividend in the Indian Corporate history.

Its 10 per cent equity sale (Indias highest-ever equity offer) receivedunprecedented Global investor recognition. This was a landmark inIndian equity market, establishing beyond doubt, the respect ONGCs

professional management commands among the global investorcommunity. According to a report published in THE Asian WallStreet Journal (Hong Kong), ONGCs Public Issue brought in 20Foreign Institutional Investors (FIIs) to India, as (it was reported),they could not ignore the company representing Indias energysecurity.

The Market Capitalization of the ONGC group (ONGC & MRPL)constitutes 10 per cent of the total market capitalization on the

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Bombay Stock Exchange (BSE). ONGC has an equity weight age of5 per cent in Sensex; 15 per cent in the nifty (the only Indiancorporate with a two-digit presence there); ONGC commands a 7 percent weight age in the Morgan Stanley Capital International (MSCI)index.

The growth in ONGCs Market Capitalization (from Rs. 18500 crorebefore May 2001 to Rs. 1, 25,000 crore in January 2004) isunprecedented and except Wipro (who had a higher marketcapitalization temporarily), no other Indian company (either in publicor private sector) has seen such a phenomenal growth.

ONGC has come a long way from the day (a few years back) whenIndia and ONGC did not figure on the global oil and gas map. Today,ONGC Group has 14 properties in 10 foreign countries. Going by theinvestment (committed: USD 2,708 billon, and Actual: USD 1.919

billion), ONGC is the biggest Indian Multinational Corporation(MNC).

ONGC ended the sectoral regime in the Indian hydrocarbon industryand benchmarked the globally established integrated business model;it took up 71.6 per cent equity in the Mangalore REFINERY &Petrochemicals Limited (MRPL), and also took up a 23 per cent stakein the 364-km-long Mangalore-Hasan-Bangalore product pipeline,connecting the refinery to the Karnataka hinterland. By Turing around

MRPL in 368 days, ONGC has set standards of public sectorcompanies reviving joint (or private) sector companies, proving that in

business, professionals matters, not ownership.

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INDIAS MOST VALUABLE COMPANY

With a market capitalization having exceeded Rs 1 trillion, ONGC

retains its position as the most valuable company in India in variouslistings.

As per 5th business today Stern-Stewart study, ONGC was the biggestWealth Creator during 1998-2003 (rs 226.30 billion). It was again thehighest wealth creator during 1999-2004, as per Motilal Oswalsecurities.

ONGCs mega public offer (Indias biggest ever equity offer worthmore than rs 100 billion was over subscribed 5.88 times

ONGC is the only Indian company to have earned a Net Profit of overRs. 10,000 crores (2002-03).

The market capitalization of the ONGC group constitutes 8% of themarket capitalization of BSE.

ONGC added 49.06 MMT of ultimate reserves of O+OEG during2003-04 (including overseas acquisitions), maintaining the trend of

positive accretion for the third consecutive year.

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ORGANISATION CHART

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CHAIRMAN & MANAGING DIRECTOR

R S SharmaChairman & Managing

Director

FUNCTIONAL DIRECTORS

Dr. A K BalyanDirector (HR)

A K HazarikaDirector (Onshore)

D K PandeDirector (Exploration)

U N BoseDirector (Technology &

Field Services)

D K SarrafDirector (Finance)

Sudhir VasudevaDirector (Offshore)

SPECIAL INVITEE GOVERNMENT NOMINEE

R S ButolaManaging Director, OVL

Sudhir BhargavaAdditional Secretary,

MoP&NG

L M VasAddl. Secy. DEA

Ministry of Finance,Govt. of India

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VISION & MISSION

To be a world-class oil and Gas company integrated in energy business

with dominant Indian leadership and global presence.

World class

Dedicated to excellence by leveraging competitive advantages in R&D

and technology with involved people.

Imbibe high standards of business ethics and organization value.

Abiding commitment to safety, health and environment to enrichquality of community life.

Foster a culture of trust, openness and mutual concern to makeworking a stimulating and challenging experience for our people.

Strive for customer delight through quality products and services.

Integrated in energy business

Focus on domestic and international oil and gas exploration andproduction business opportunities.

Provide value linkages in other sectors of energy business.

Create growth opportunities and maximize shareholder value.

Dominant Indian leadership

Retain dominant position in Indian petroleum sector and enhanceIndias energy availability.

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HR Vision, Mission & Objectives

HR VISION

"To build and nurture a world class Human capital for leadership in energybusiness".

HR MISSION

"To adopt and continuously innovate best-in-class HR practices to supportbusiness leaders through engaged, empowered and enthused employees".

HR OBJECTIVE

Enrich and sustain the culture of integrity, belongingness, teamwork,accountability and innovation.

Attract, nurture, engage and retain talent for competitive advantage.

Enhance employee competencies continuously.

Build a joyous work place.

Promote high performance work systems. Upgrade and innovate HR practices, systems and procedures to global

benchmarks.

Promote work life balance.

Measure and Audit HR performance.

Promote work life balance.Integrate the employee family into theorganisational fabric.

Inculcate a sense of Corporate Social responsibilities amongemployees.

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Strategic vision: 2001-2020

Focusing on core business of E& P, ONGC has set strategic objectives

of:

Doubling reserves (i.e. accreting 6 billion tones of 0+OEG) by 2020;out of this 4 billion tones are targeted from the Deep-waters.

Improving average recovery from 28 per cent to 40 per cent.

Tie-up 20 MMTPA of equity Hydrocarbon from abroad.

The focus of management will be to moieties the assets as well as toadvertise the money.

LEVERAGING TECHNOLOGY

To attain the strategic objective of improving the Recovery Factor from 28per cent to 40 per cent, ONGC has focused on prudent reservoir managementas well as effective implementation of technologies for incremental recoveryto maximize production over the entire life cycle of existing fields. Improvedoil recovery (IOR) and Enhanced Oil Recovery (EOR) schemes are beingimplemented:

In 15 fields including Mumbai offshore

At a total investment exceeding us $2.5 billion.

Yielding incremental 120 MMT of O+OEG over 20 years

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Stakes and subsidiaries

MRPL known as Mangalore Refinery & Petrochemicals Limited(100.6% equity stake)

ONGC Videsh L imited (ONGCs overseas arm)

Indian Oil Corporation (9.6% equity stake)

Mansarovar E nergy Columbia L imited , a 50:50 joint venture betweenOVL and SINOPEC of China.

ONGC NILE GANGA BV, a wholly owned subsidiary of ONGC

Videsh Limited, incorporated in Netherlands.

ONGC MITTAL ENERGY Ltd. Is a joint venture between OVL(49.98) and Mittal Investment Sarl (48.02%), remaining 2% beingwith SBI capital.

The Road Ahead

ONGC is entering LNG (regasification), Petrochemicals, PowerGeneration, as well as Crude & Gas shipping, to have presence along theentire hydrocarbon value-chain. While remaining focused on its core

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business of oil & gas E&p, it is also looking at the future and promoting anapplied R&D in alternate fuels (which basically to exploit the corecompetency of the organization- knowledge of hydrocarbons, gained overthe five decades.

New Business

ONGC has also ventured into coal methane (cbm) and underground coalgasification (ucg);CBM production would commence in 2006-07 and UCGin 2008-09.ONGC is also looking at Gas Hydrates, as it is one possiblesource that could make India self-sufficient in energy , on a sustained basis.

Competitive strength

All crudes are sweet and most (76%) are light, with sulphurpercentage ranging from 0.02-0.10, API gravity ranging from26-46 and hence attracts a premium in the market.

Strong intellectual property base, information, knowledge, skillsand experience.

Maximum numbers of Exploration Licenses, includingcompetitive NELP rounds

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ONGC owns and operates more than 11000 kilometers ofpipelines in India, including nearly 3200 kilometers of sub-seapipelines. No other company in India operates even 50 percent

of this route length

ONGCS ACHIEVEMENTS

Prime minister hands over the public sector of the year award to

ONGC for the year 2005.

ONGC has bagged the business standard star public sectorcompany award for 2004, in the public sector category.

ONGC secures awards for its safety initiatives. ONGCs highstandards in safety, both in its offshore and onshore petroleumoperations have got it the safety initiatives award, constituted bythe institution of engineers (India).

ONGC receives biggest wealth creator award. ONGC receivedbiggest wealth creator award amongst all the companies listed onIndian stock exchanges. C&MD Mr. Subir raha accepted theaward on behalf of 38004 ONGCians colleagues from ovl, mrpl& ONGC mileage by, at an exclusive function organized inMumbai on January India limited presented the award.

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ONGCs production engineers dominated the stage in thecreativity and innovation category of NP awards for 2001-02,which was distributed by the petroleum minister Mr. Ram Naik onJuly 3, 2003.

SWOT ANALYSIS OF ONGC

Strength

ONGC is the only company in India who is involved in offshoreconstruction activities related to oil and gas projects for more than twodecades.

It has rich experience over the last 25years in its execution andpossesses abundant data associated with these projects.

ONGC contributes 90% of Indian crude oil production.

The organization possesses highly skilled manpower at a low cost.

The operational cost of ONGC is among the lowest in the world andits reserve level is equivalent to 23 years of production.

ONGC can boost of installing 28 processor platforms, 132 wallplatforms and more than 4,000-km submarine pipelines.

Another area of strength of ONGC is its commitment and quality ofmaintenance of management.

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Weaknesses

The purchase procedure of ONGC does not lead to feasible and pastpurchase decisions.

It is highly regulated by the government therefore the functioning ofthe organization, as a commercial organization is restricted orconstraint.

Behavior of the certain reservoirs in Mumbai has not been in the linewith expectation, which would enroll investment in future.

There has been no major discovery in the past.

There is lower realization per barrel as compared to internationalprices.

Opportunities

The number of sedimentary basins in India is about 26, out of which17 have been discovered. Moreover, production has been commencedin 6 of them.Hence, there are tremendous opportunities for growth in the future.

Oil exploration and development has been open to the private sector,hence ONGC can overcome resource crunch by setting up joint

venture with foreign companies.

ONGC has already obtained marketing rights for transportation fuels;this opens the opportunity to augment ONGCs profitability throughvalue addition customer and retail marketing.

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Threats

The unemployed basins are of acreage and would increase ONGCsfunding as development cost.

With opening of the oil exploration and development sector to the private sector, there has been an increase in the internationalcompetitiveness.

International crude oil price are highly volatile and any sharp downturn would affect the profitability of the organization.

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INTRODUCTION TO THE TOPIC

MENTORING

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RESEARCH OBJECTIVE

Mentoring is a dynamic and reciprocal relationship in a work environmentbetween an advanced career incumbent (Mentor) and a beginner (Mentee)

aimed at promoting the career development of both.

A mentor is someone who helps to develop the individual potential,capability, judgment and wisdom. It is a more personal involvement thancoaching which aims to competence and help with tasks and the acquisitionof skills. In the highly competitive and new changing world of today theneed for having a mentor has increased many fold who can navigate theirdisciplines through all kinds of rough weather directing their activities andconcentrations towards their goal mentoring contribute too to socialdevelopment of creating awareness, enhancing knowledge, promoting

sociability and sense of community living and making people conscious oftheir surroundings and development of organizational effectiveness.

Mentoring is an effective strategy in building professional, technical andmanagement skills and employee confidence through cooperative andcollaborative endeavor. It can reduce the fear and anxiety of the employeesand can develop a culture of high performance by ensuring support and theircontribution. The objective behind the mentoring program in industry thatfocuses on establishing a mutually beneficial relationship between

management and workers to enhance an organization's ability to alignemployees' career development with the goals of the organization. Thesuccess of mentoring program lies in its effectiveness.The research aims toanalyse the Effectiveness of Mentoring Program at ONGC.

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Mentoring

The word Mentor comes from an ancient Greek mythology whereOdysseus, king of Ithaca, asks Mentor to act as his sons guardian while he

is away at the battle of Troy. Mentor acted as model, teacher, adviser,counselor and guide for the son and prepared him for his leadership roles inthe future.

Mentoring is a dynamic and reciprocal relationship in a work environmentbetween an advanced career incumbent (Mentor) and a beginner (Mentee)aimed at promoting the career development of both.

Thus mentor is someone who develops another person through tutoring,coaching and guidance.

The concept of mentoring has undergoes rapid changes from a classical viewto modern view.

Classical concept of mentoring includes.

Knowledge transfer

Wise counsel

Practical know-how

Intellectual capital Advice

Guidance

Modern concept of mentoring includes.

Make creative contribution

Utilize unique diversity

Fulfill dreams and passions Pursue goals and initiative.

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Definition

Mentoring comes from the Greek word meaning enduring-is defined as asustained relationship between a youth and an adult.

As a technique of HRD, mentoring has been in existence since the dawn ofcivilization. The culture of mentoring dates back to ancient Greece, whenodysseys entrusted his friend mentor with the responsibility of thus teachinghis son Tetemacher and the word mentoring came into existence.

Mentoring is defined as The use of an experienced individual (The Mentor)to teach and train someone (The Protg) with knowledge in a given area. -Timotty Newby.

Is a supportive and nurturing relationship between an expert and novice -B.H.Owens

Guiding of a novice in professional development and the journeyingtogether toward professional excellence. -Christensen

"Mentoring is an alliance,that creates a space for dialogue,that results inreflection, action and learning.

Mentoring developing insight to turn hindsight into foresight!

Mentoring is a synergetic relationship - two or more people, engaged in aprocess that achieves more than each could alone.

Mentoring involves primarily listening with empathy, sharing experience,professional friendship, developing insight through reflection, being asounding board, encouraging.

David Clutterbuck

Mentoring is linking an experience person with a less experience person tohelp their personal and professional growth

-Vickie L.Nadolski

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On analytical study of the above definitions, we may conclude

that:

Mentoring is a partnership. It is not the relationship between an employeeand his manager.

Partnership is collaborative. The mentor and the mentee have to worktogether to determine what objectives the partnership aims and how itwill achieve those objectives.

Partnership is mutually benefical..Mentoring works because both partiesgain from the relationship .The mentee gains knowledge, skills andexperience. The mentor gains personal and professional satisfaction from

being able to share valuable skills, knowledgde and experience.

Thus mentoring is a dynamic, two way process between mentor and

mentee,in which the specific purpose is to facilitate development, changeor transition.Through this process mentees are encouraged to reflect ontheir own experiences ,reach their own conclusions,explore futureoptions and define their own directions,whilst recognising the constraintsin which they are working.

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Characteristics of Mentoring

Mentoring requires a high degree of mutual trust between the mentorand the mentee.

Effective communication is key to success of mentoring program.

Availability of mentor to help the mentee is necessary for the successof mentoring.

Mentoring should have predicatability; otherwise it will become anuncertain event.

Mentor and mentee must have high level of mutual respect

Self-esteem and confidence is necessary for effective mentoring.

Mentoring is essentially a systematic process of partnership building.

908

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Matching of Mentors and Mentees Involves:

1. Personalities of mentors and mentee must be compatible so as to avoidpotential personality clashes.

2. There should be a high probability that mentors and mentee wouldwork together and that the relationship will be productive.

3. Voluntary participation and self-initiated pairing of mentors andmentee must be encouraged.

From the above disussions, we may conclude the relationship betweenmentors and mentees as depicted below:

Mentee

Mentor Manager

Relationship between Manager, Mentor and Mentee

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Principles of Mentoring

The effectiveness of mentoring relationship is based upon the followingprinciples.

Reciprocal Exchange

Each participants is responsible for the success of therelationship.Therefore,it is highly desirable for both to discuss andclarify their respective roles and their associated responsibilities.Mutual Trust and Respect

Since it is a relationship of assistance and learning confidently is

essential and must be respected, without it, the relationship could besuperficial and unsuccessful.

Mutually Beneficial

To both mentors and mentees is one of the main motivation factors ina mentoring relationship. Mentoring allows for personal, professional,and organizational development.

Dynamic in Nature

Mentoring describes the relationship .As the organizational needs andsituations continuously chane, so do the mentoring relationship.

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Parties Involved in Mentoring

There are two parties involved in the mentoring process.

The Mentor The Mentee or Protg.

The Mentor

Mentors provide their expertise to less experienced individuals in order tohelp them advance their careers, enhance their education, and build theirnetworks. Many of the world's most successful people have benefited fromhaving a mentor including:

Business people - Freddie Lakermentored Richard Branson Politicians - 8 mentored 099098 Directors - 09 mentored 098 at 089 Actors - 00909 mentored 0988 Music - 09098 mentored 09 Athletes - 089 (five-time Tour de France winner) mentored 000089

(seven-time Tour de France winner). Soccer - 00000000000000000890909 mentored 809 Movies - Obi-wan Kenobi mentored Anakin Skywalkerand his son

Luke Skywalker Video Games - The Boss mentoredNaked Snake. The latter's (Genetic) son,

Solid Snake, mentored Raiden.

The Mentee or Protg.

The student of a mentor is called aprotg or mentoree. More accurately, forthe recondite, the protg would be called the telemachus (pl. telemachusesor telemaches). Sometimes, the protg is also called a mentee. The -orending of the original name Mentor does not have the meaning of "the onewho does something", as in otherEnglish words such as contractororactor.The derivation of mentee from mentor is therefore an example of

backformation .

The Qualities of a Mentor36
http://en.wikipedia.org/wiki/Freddie_Lakerhttp://en.wikipedia.org/wiki/Richard_Bransonhttp://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/Alexander_the_Greathttp://en.wikipedia.org/wiki/Martin_Scorsesehttp://en.wikipedia.org/wiki/Oliver_Stonehttp://en.wikipedia.org/wiki/New_York_Universityhttp://en.wikipedia.org/wiki/Mel_Gibsonhttp://en.wikipedia.org/wiki/Heath_Ledgerhttp://en.wikipedia.org/wiki/Johann_Christian_Bachhttp://en.wikipedia.org/wiki/Wolfgang_Amadeus_Mozarthttp://en.wikipedia.org/wiki/Eddy_Merckxhttp://en.wikipedia.org/wiki/Lance_Armstronghttp://en.wikipedia.org/wiki/Bobby_Charltonhttp://en.wikipedia.org/wiki/David_Beckhamhttp://en.wikipedia.org/wiki/Obi-wan_Kenobihttp://en.wikipedia.org/wiki/Anakin_Skywalkerhttp://en.wikipedia.org/wiki/Luke_Skywalkerhttp://en.wikipedia.org/wiki/The_Boss_(character)http://en.wikipedia.org/wiki/Naked_Snakehttp://en.wikipedia.org/wiki/Naked_Snakehttp://en.wikipedia.org/wiki/Solid_Snakehttp://en.wikipedia.org/wiki/Raiden_(Metal_Gear)http://en.wikipedia.org/wiki/Prot%C3%A9g%C3%A9http://en.wikipedia.org/wiki/English_languagehttp://en.wikipedia.org/wiki/Independent_contractorhttp://en.wikipedia.org/wiki/Actorhttp://en.wikipedia.org/wiki/Derivationhttp://en.wikipedia.org/wiki/Backformationhttp://en.wikipedia.org/wiki/Freddie_Lakerhttp://en.wikipedia.org/wiki/Richard_Bransonhttp://en.wikipedia.org/wiki/Aristotlehttp://en.wikipedia.org/wiki/Alexander_the_Greathttp://en.wikipedia.org/wiki/Martin_Scorsesehttp://en.wikipedia.org/wiki/Oliver_Stonehttp://en.wikipedia.org/wiki/New_York_Universityhttp://en.wikipedia.org/wiki/Mel_Gibsonhttp://en.wikipedia.org/wiki/Heath_Ledgerhttp://en.wikipedia.org/wiki/Johann_Christian_Bachhttp://en.wikipedia.org/wiki/Wolfgang_Amadeus_Mozarthttp://en.wikipedia.org/wiki/Eddy_Merckxhttp://en.wikipedia.org/wiki/Lance_Armstronghttp://en.wikipedia.org/wiki/Bobby_Charltonhttp://en.wikipedia.org/wiki/David_Beckhamhttp://en.wikipedia.org/wiki/Obi-wan_Kenobihttp://en.wikipedia.org/wiki/Anakin_Skywalkerhttp://en.wikipedia.org/wiki/Luke_Skywalkerhttp://en.wikipedia.org/wiki/The_Boss_(character)http://en.wikipedia.org/wiki/Naked_Snakehttp://en.wikipedia.org/wiki/Solid_Snakehttp://en.wikipedia.org/wiki/Raiden_(Metal_Gear)http://en.wikipedia.org/wiki/Prot%C3%A9g%C3%A9http://en.wikipedia.org/wiki/English_languagehttp://en.wikipedia.org/wiki/Independent_contractorhttp://en.wikipedia.org/wiki/Actorhttp://en.wikipedia.org/wiki/Derivationhttp://en.wikipedia.org/wiki/Backformation


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Personal qualities

good interpersonal and communication skills

approachable empathy

good listening skills

a genuine desire to help others

an open mind and flexible attitude

is supportive without being controlling

can give guidance to a mentee without making their decisions

will always give honest answers

doesnt apportion blame but looks to find solutions

actively questions the mentee

ability to probe and challenge

willingness to debate and discuss

has realistic expectations of themselves and others

good organizational skills.

Professional skills

excellent teacher practitioner

knowledge and experience of the mentees new area of work

knows organisational routines, procedures and policies

enthusiastic about teaching

can offer a range of perspectives and teaching and learning techniques

can make suggestions informed by their own expertise and experience

can empower the mentee with the knowledge gained from theirexperience

can help the mentee to identify practice which meets professionalrequirements.

The Advantages of Mentoring

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For the mentee, mentoring provides:

a point of personal contact other than faculty advisors/course

instructors a source of support and guidance

a critical friend with whom weaknesses can be explored and addressedand achievements shared and built upon

regular meetings in which specific issues and ideas can be discussedand developed

a chance to explore teaching and learning in a non-assessed and non-threatening environment

a smoother transition into the workplace

For the mentor, mentoring provides:

a catalyst to reflect upon ones own practice

a way of developing personal and professional skills further

opportunities to network with other professionals

job satisfaction and increased self-esteem

new opportunities for career and professional development

Mentoring Programme

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Mentoring is a tool that organizations can use to nurture and grow theirpeople. It can be an informal practice or a formal program. Protgs observe,question, and explore. Mentors demonstrate, explain and model. Thefollowing assumptions form the foundation for a solid mentoring program.

Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity buildingthrough methods such as instructing, coaching, profiding experiences,modeling and advising.

Both failure and success are powerful teachers. Mentors, as leadersof a learning experience, certainly need to share their "how to do it soit comes out right" stories. They also need to share their experiencesof failure, ie., "how I did it wrong". Both types of stories are powerful

lessons that provide valuable opportunities for analyzing individualand organizational realities. Leader need to tell their stories. Personal scenarios, anedcotes and

case examples, because they offer valuable, often unforgettableinsight, must be shared. Mentors who can talk about themselves andtheir experiences establish a rapport that makes them "learningleaders."

Development matures over time. Mentoring -- when it works -- tapsinto continuous learning that is not an event, or even a string ofdiscrete events. Rather, it is the synthesis of ongoing event,

experiences, observation, studies, and thoughtful analyses. Mentoring is a joint venture. Successful mentoring means sharing

responsibility for learning. Regardless of the facilities, the subjectmatter, the timing, and all other variables. Successful mentoring

begins with setting a contract for learning around which the mentor,the protg, and their respective line managers are aligned.

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Mentoring Techniques

Since the focus of mentoring is to develop the whole person, the techniquesare broad and require wisdom in order to be used appropriately.

A study of mentoring techniques most commonly used in business waspublished in 1995 under the title Working Wisdom. In the study, five majortechniques or "wisdom tactics" were found to be used most commonly bymentors. These are:

1. Accompanying: This means making a commitment in a caring way.Accompanying involves taking part in the learning process by taking the

path with the learner.

2. Sowing: Mentors are often confronted with the difficulty of preparing thelearner before he or she is ready to change. Sowing is necessary when youknow that what you say may not be understood or even acceptable tolearners at first but will make sense and have value to the mentee when thesituation requires it.

3. Catalyzing: When change reaches a critical level of pressure, learning canjump. Here the mentor chooses to plunge the learner right into change,provoking a different way of thinking, a change in identity or a re-orderingof values.

4. Showing: this is making something understandable, or using your ownexample to demonstrate a skill or activity. You show what you are talkingabout, you show by your own behavior.

5. Harvesting: Here the mentor focuses on picking the ripe fruit: it isusually learned to create awareness of what was learned by experience andto draw conclusions. The key questions here are: "What have you learned?""How useful is it?"

Different techniques may be used by mentors according to the situation andthe psychological mindset of the mentee.

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Types of Mentoring

Natural Mentoring

Supervisory Mentoring

Situational Mentoring

Informal Mentoring

Formal Mentoring

1. Natural Mentoring

Natural Mentoring occurs all the time and always has been there. Ithappens when one person (usually senior) reaches out to another, and a

career-helping relationship develops.Research shows this type of mentoring most often occurs between peopleWho have a lot in commom.This is because we are usually morecomfortable with ourselves those who are most like.

2. Supervisory Mentoring

In the work place this type of mentoring is very important. All supervisorsshould mentor their subordinates. Supervisory mentors share valuableinformation about the organization and provide meaningful work and

development learning opportunities..3. Situational Mentoring

Situational Mentoring is the right help at the right time. It is thoseconnections that help to solve a problem or uncover hidden talent.situational mentoring is usually short-lived and happens for a specific

purpose.

4. Informal Mentoring

Informal mentoring is a type of mentoring connection most employees

can built relate to and have previously experienced. It is an informalmentoring relationship on mutual trust, respect and the sharing of ideasand experiences.

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5. Formal Mentoring

Formal mentoring is comprehensive and includes a facilitated matchingprocess, formal training and clear goals for measuring success. Formalfacilitated mentoring programmes are structured programmes in which anorganization matches mentors with mentees.

Functions of Mentoring

1. To provide direct assistance to the mentee.

2. To provide emotional and psychological support to mentees.

3. To act as a role model to the mentee

4. To give advice and guidance to mentees

5. To act as a coach to mentees

6. To develop and refine mentees understanding of content and ability to

reach content to a particular audience.

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Phases of a Mentoring Relationship

The mentoring relationship typically has four distinct phases:

1. ORIENTATION - BUILDING THE BASE

During the first three to six months, both the mentor and protg aregetting to know each other, and building trust. At this time, both the

protg and the mentor are developing expectations of each other. Theinteraction which occurs at this stage will lay the foundation for astrong and benificial relationship.

2. THE MIDDLE PERIOD

The middle phase is typically the most rewarding time for both mentorand protg. The mutual trust which has developed between the twocan give the protg the confidence to challenge the ideas of thementor, just as the protg's ideas will be challenged by the mentor.

3. DISSOLVING THE RELATIONSHIP

Typically, the relationship begins to draw apart after a year or two. Itis important, at this stage that the mentor steps back from the formalrelationship to discuss together with the protg, how they wish tocontinue their relationship.

4. REDEFINING THE RELATIONSHIP

The mentor-protg relationship enters a new phase, where bothparties can regard one another as equals. They continue to have someform of interaction, although it is now on a more casual basis.

MENTORING AND COACHING

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(SIMILARITIES & DIFFERENCES)

Both processes enable individuals (and therefore organisations) to achievetheir full potential and therefore share many similarities.

Similarities:

1. Facilitates the exploration of needs, motivation, desires, skills andthought processes to assist the individual in making real, lastingchange.

2. Uses questioning techniques to facilitate employees own thoughtprocesses in order to identify solutions and actions rather than taking awholly directive approach.

3. Supports the employee in setting appropriate goals and methods ofassessing processes in relation to these goals.4. Observes listens and ask questions to understand the employees

situation.5. Creatively applies took and techniques ,which may include one-to-one

training facilitating,counseling and networking.6. Encourages a commitment to actionand the development of lasting

personal growth and cahne

However, there are three key differences, which influence choosing the mostappropriate intervention.

Differences

1. Qualifications and Experience

Coaches do not need any specialist experience within the area in which theirclient requires support and as such, do not offer advice. They are skilled inquestioning and listening (as are many mentors) but it is the coachs role to

enable individuals to find answers within themselves.Mentors are usually experts within a particular field and have a wide-rangingand recognised wealth of experience within the field in which they areadvising and supporting others. Nonetheless, mentors should be skilled andexperienced in managing relationships and communication processes.

2.Focus

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Coaching intends to improve and develop work-related skills andknowledge, which are often performance related. It concentrates on specificissues (goals) with clear outcomes. It is the coaches role to enable theindividuals to find answers within themselves and is dependent upon eachindividual's motivation to succeed.The focus of a mentoring relationship ismore on developing individual and work-related capability and talent. Itoften forms part of management or career development programmes. It has astructure but less defined outcomes than specified for coaching. Thementor supports and guides the individual as part of a development path,which opens doors, shares experiences and widens networking systems.

3. Timing

Coaching is usually a time bound relationship with a defined duration tomeet the specific goal identified. Individuals will often use the same coach to

support them with different issues.Mentoring relationships can go on for along time, seeing progress through many stages and often survive throughnumerous relocation and career changes.However, the success of either ofthese interventions is dependent upon the skills of the provider, often left tomanagers according the CIPD survey, who may not have the capacity or theability to deliver.

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MENTORING IN ONGC

BACKGROUND

ONGC had embarked on a developing in-house mentoring initiative in 2008-2009.Looking into the need of wider coverage of the initiative, ONGCdecided to continue the initiative for creating additional mentors for the year2009-2010.

The objectives of the mentoring initiative as identified by ONGC were asfollows:

To develop a corporate mentoring programme, which will be

custom designed by an independent agency to meet ONGCsneeds and goals, keeping in view its culture, the specific natureof its business, and diverse working conditions.

To train internal team members to ensure long term continuityin mentoring initiative and development of in housecompetency.

In july 2009, ONGC had raised a tender inviting independent agencies toundertake the mentoringinitiative for the year 2009-2010 which includedconducting Mentoring Skill Training programmes for the middle levelexecutives of ONGC, developing customized mentoring methods and

processes to be deployed by training executives during the mentoringjourney, development of monitoring and accredition processes of mentors.

Hero Mindmine Institute Limited (HIML) emerged as the successful bidderand was informed about the same by ONGC on 11th August,2009.The first meeting between HMIL and ONGCs HR Initiatives group was

held on 24th August 2009.During the meeting,the road map of the mentoringintervention was discussed in detail and finalized.

This report gives the snapshot of the processes followed for this initiative,details of mentors who are accredited and few suggestions for improving theefficacy of the initiative.

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BRIEF ON MENTORING

1. What Is Mentoring?

a) Mentoring is one of the fastest growing methods of developing skillsand talent in the organization.It can be seen as the most intimate oflearning approaches.It is a means of assisting transitions in thinking

patterns of mentee.No one starts in life as a gold medalist,not even the so-called athlete. An athlete develops into a superstar through hardwork and

practice,which is true for every top performer in every field. A mentorhas the responsibility of guiding the mentee towards excellence.

b) Mentoring is a partnership where an experienced person invests time,know-how and effort into enhancing the mentees growth, knowledge

and skill. People have a propensity to perform at a level far below their potential capability in their zone of comfort. The same people will perform with exemplary efficiency in a crises situation. Hence thementors role is to demand, always and everytime, more of thementeethan what the mentee percievesas his peak level of competence.

c) Mentoring is all about giving people broader outlooks, more things to

consider. It is for career planning, succession planning and retention.People want to be around people who are exceptional.

d) It is important for the mentor and mentee to engage in reflectivethinking throughout the process of mentoring. The mentor, reflectingcritically on his or her own prior learning experiences and the menteescritical reflection should be on the current learning experiences.

e) First, the line managers must understand that mentoring is a part of abroader organizational commitment to empower employees, to developtheir capacity for learning and leadership, and to increase theirconfidence and commitment to contribute to the organization.

Mentoring programmes hence improve the initiative and productivity of employees and lighten the managers workload.

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2.What are the expectations from ONGC Accredited Mentors:

a) Mentors will help to build a climate of trust in the organization.

b) They will facilitate mentees integration into the organization byproviding mentees with a trusted advisor for advice and information-confidential sounding board for ideas.

c) Mentors will help mentees to develop management and leadershipskiils. They will help improve networking, communication, andrelationships in the organization.

d) Mentors will increase mentees morale and motivation and will helpthe organization in discovering mentees talents thus building a

continuous learning organization.

e) Mentors will help develop mentees strengths.

f) Mentors will check mentees assumptions.

g) Mentors will clarify misunderstandings and offer positive andconstructive feedback.

h) Mentors will generate workable solutions together in a mutuallyrespectful way.

i) Mentors will motivate, advise and support whilst empoweringsomeone to make their own decisions and take responsibility for theirown actions and development.

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SECTION 3: MENTORING JOURNEY AT ONGC IN 2009-2010

A: DEVELOPING MENTORING SKIILS

1. ONGCs HR Initiatives Group had identified the potential mentorsfrom various locations of the organization.

2. Hero Mindmine Institute Limited coducted two 3-days customized

mentoring skill workshops for the potential mentors of ONGC on26th-28th and 29th-31st October 2009.

3. During the 3-day workshops leader of HIMA explained the conceptof mentoring to the participants, focusing on the history of mentoring,Difference between Coaching, Mentoring, Counseling, Consulting and

Therapy. The participants were explained the mentoring processThrough simulating mentoring practice sessions and self awarenessthrough assessments. They also underwent extensive sessions on theskills of power listening, asking powerful questions, and providingmentoring duing mentoring sessions.

4. The participants of the workshop were provided with mentoring tools

and instruments to use during the sessionsto assist them in thementoring process. Some of the tools given to them were:, JohariWindow, set of powerful questions, SPIRO-M instrument, SWOTAnalysis, Learning Styles Inventory, Career Planning etc.

5. The mentors were briefed on the ONGC mentoring process and theaccredition process. At the end of the workshop, the mentors wereasked to select 3 mentees each from their locations of work. It wasadviced that the mentee should ideally be from their discipline, butshould be working under them. The mentors, who were unable toselect mentees on their own, were assigned mentees by the HRInitiatives Group. It has been observed that the mentoring process

started very fast and also the effectiveness of mentoring was veryhigh, when the mentors selected the mentees on their own afterdiscussion with their peers and reporting officers.

6. HMIL conducted programs at various locations to sensitize employeesof ONGC on the importance of mentoring and to create awarenees on

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mentoring as well as create an appreciation on impact of mentoringculture in ONGC.

B: HAND HOLDING

1. Each mentor was given a Mentor Diary and three Mentee Diaries on

the final day of the Mentoring Skill Workshop to record the details ofthe mentoring sessions. The copies of the diaries have been submitted

separately. During the mentoring journey, mentees were in contactwith HMIL regularly to get guidance, share their experiences,clarifying the process and also requesting additional resources.Accordingly, HMIL provided them articles and videos as well asqueries were resolved through phone calls and emails.

2. HMILs facilitator met ONGC mentors at different locations and spent30-60 minutes on a one to one basis to understand any difficultiesfaced by them during sessions and for providing additional material.

3. The mentors were given guidelines on how to embark on theirmentoring journey. Some of the guidelines given to the mentorsduring the training, and also mentioned in the mentor diary, are given

below:

The following are some suggestions for the first meeting:

Share your background, including some information on whyyou made some important life and career choices. Youropenness as a mentor, as senior person will help in building therapport. Try to share something about a difficult time in yourcareer, so your mentee will be comfortable in sharing similarinformation.

Explain why you were interested in being a mentor. Ask yourmentee what he or she is looking for in a mentor.

Ask e few questions about your mentees current experience,such as,

o Why did he/she choose this field?

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o What are some short-term goals for him/her?

o What skills does he/she wants to develop for future

personal and professional growth?

Agree on ground rules about how often you will communicate,how quickly you will be able to respond, and what level ofconfidentiality is expected.

Set up a date for your next meeting or phone call.

Build on success.do the following after every success:

o Set aside time to reflect on the success.

o Ask your associate what made it a success. Was it

organizational skills, technical expertise, knowledgebase, co-workers, communication skills? Talk about whatworked so she/he can capitalize on it.

o Ask if the success factor could be strengthened. Are there

other projects or relationships or knowledge that wouldbenefit him/her for future actions?

o Ask where else she could apply this success factor. Arethere other projects or situations in her life where shemight experience the kinds of success she has justexperienced?

o Think about who else needs to learn this success skill?

o Are there people she works with who could benefit from

this skill so that the team could better work together?

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C: ACCREDITATION OF MENTORS

1. At the end of the mentoring sessions, an evaluation was conductedby HMIL to assess the mentoring skills of ONGC mentors. HMILidentified the mentors who were accredited to become ONGCMentors.

2. The criteria for accreditation included the following points:

a) Number of mentoring sessions: Initially, mentors wereadviced to conduct 8 sessions with each mentee. However,looking into operational constraints of availability of mentorsat their workplace as well as mutual convenience of mentorsand mentees, actual working days from the starting of

mentoring and accreditation timeline, it was finally decidedthat a minimum of 6 sessions should be conducted for at leasttwo mentees to be considered for accreditation, subject tofulfilling of other criteria.

b) Deployment of Mentoring Skills: It is important for ONGCmentors to deploy the mentoring skiils effectively during thementoring sessions. This is evaluated through by examiningthe mentoring sessions reports recorded in the Mentor Diary,where the mentors have recorded the session details at the endof each mentoring session.

c) Effectiveness of Mentoring: This is the most important aspectof evaluation of mentors for accreditation. The effectivenessof the mentoring can be measured based on how the menteegot benefited from the mentoring journey in terms of theirown professional growth, their personal gains, the effect ontheir performance at the workplace, and finally what theyachieved as a whole. To assess this aspect, a report from the

mentee was collected by HMIL directly.

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REVIEW OF LITERATURE

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Measuring the Effectiveness of Faculty Mentoring RelationshipsRonald A. Berk, PhD, Janet Berg, MS, RN, Rosemary Mortimer, MS,

MSEd, RN, Benita Walton-Moss, DNS, RN, and Theresa P. Yeo, MSN,MPH, RN

Mentor is a term widely used in academic medicine but for which there isno consensus on an operational definition. Further, criteria are rarelyreported for evaluating the effectiveness of mentoring.This article presentsthe work of an Ad Hoc Faculty Mentoring Committee whose tasks were todefine mentorship, specify concrete characteristics and responsibilities ofmentors that are measurable, and develop new tools to evaluate theeffectiveness of the mentoring relationship. The committee developedtwo tools: the Mentorship Profile Questionnaire, which describes thecharacteristics and outcome measures of the mentoring relationship from the

perspective of the mentee, and the Mentorship Effectiveness Scale, a 12-itemsix-point agreedisagree-format Likert-type rating scale, which evaluates 12

behavioral characteristics of the mentor. These instrumentsare explained and copies are provided. Psychometric issues, includingthe importance of content-related validity evidence, response bias due toacquiescence and halo effects, and limitations on collecting reliabilityevidence, are examined in the context of the mentormentee relationship.Directions for future research are suggested.

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Mentoring programmes for academic staff at thePolytechnic of Namibia

Sylvia N. Naris and Wilfred I. Ukpere*

Faculty of Business, Cape Peninsula University of Technology (CPUT),Room 22, Commerce Building, P. O. Box 1906,Bellville, Cape Town, South Africa.Accepted 29 December, 2009

Mentoring enables staff to acquire skills needed to progress successfully intheir work environments. The main objective of the study was to establish ifstaff members at the PoN are interested in the concept of introducingmentoring programmes. Policies adopted by tertiary educational institutions

play a key role in determining the future of an institution. The enquiryemployed a case study approach because it dealt with a specific institution in

Namibia. A triangulation method was utilised to solicit information fromacademics, administrative and support staff by conducting semi-structuredinterviews with HoDs and sectional heads. A closed-ended questionnairewas distributed to 230 staff members of which 130 responded, which gave aconsiderable satisfactorily response rate of 65%. Research provedconclusively that formal mentoring programmes be introduced for academicstaff members. A total of 86.9% of staff members supported the idea ofintroducing mentoring programmes. Therefore, the researchersrecommended that the PoN should introduce an effective formal mentoring

programme for junior academic staff members. The study only involvedNamibians and permanent resident staff that have been employed at theinstitution, and hence excluded non-Namibians, who are appointed oncontract. It will be in the best interest of PoN that a study should beconducted to investigate the views of non-Namibians regarding mentoring

programmes. In future when formal mentoring programmes are introduced, astudy should be conducted regarding effects of mentoring programmes on

junior staff members job performance. This paper offers PoN managementan insight into the views of employees regarding mentoring programmes.The value of this paper is that it would benefit the institution, which finds it

difficult to attract and retain qualified people, due to higher salaries beingoffered in private and other public sectors. Developing staff throughmentoring programmes will uplift the nation, which has skills shortage andencourage more young talent to take up a career in academia.

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Mentoring programs a must in today's businessesBy: Hessing, Shawn G.. Fort Worth Business Press, 6/5/2006,Vol. 19 Issue 23, p16-16, 1/2p; (AN 21372739)

ABSTRACT: Comments on the importance of mentoring anddeveloping employees to the success of the company.Excuses of managers for not making mentoring anddevelopment a priority; Significance of employeedevelopment to its managers success; Tips for bringing outthe best in employees

Mentoring programs can benefit both employer, employee.By: Willson, Ashley. Mississippi Business Journal, 6/19/2006,Vol. 28 Issue 25, p33-35, 2p; (AN 21409509)

ABSTRACT:The author reflects on mentoring programs forbusinesses in the U.S. Although mentoring provides thetools, experiences, training and means to achieve employeesuccess, only a third of U.S. corporations provide formalmentoring or coaching programs. Employees should beencouraged to develop a mentoring relationship throughout

their careers. An organized mentoring program may lead tocareer advancement of a mentee within the company. Agood mentor can bring out succes from an individual.

Mentoring: an essential key to success.FullText AvailableBy: Raffio, Tom. New Hampshire Business Review, 7/16/2010,Vol. 32 Issue 14, p22-22, 2/3p; (AN 52252932)

ABSTRACT: The article presents the author's insights on the mentoringneed of students and businesspeople as a key to success. He discusses thecommon values of several chief executive officers (CEO) including respect,open communication, and employee recognition. He says that buildingrelationships and connecting with people are forms of mentoring. He addsthat students and businesspeople should seek the advise of others for them toattain their professional and personal goals.

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http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLiosVKyq55Zy5zyit%2Fk8Xnh6ueH7N%2FiVautt0%2Buq7BKtaukhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbOosE2wr7FKpNztiuvX8lXk6%2BqE8tv2jAAA&hid=7http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLiosVKyq55Zy5zyit%2Fk8Xnh6ueH7N%2FiVautt0%2Buq7BKtaukhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbOosE2wr7FKpNztiuvX8lXk6%2BqE8tv2jAAA&hid=7http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLiosVKyq55Zy5zyit%2Fk8Xnh6ueH7N%2FiVautt0%2Buq7BKtaukhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbOosE2wr7FKpNztiuvX8lXk6%2BqE8tv2jAAA&hid=7http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLiosVKyq55Zy5zyit%2Fk8Xnh6ueH7N%2FiVautt0%2Buq7BKtaukhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbOosE2wr7FKpNztiuvX8lXk6%2BqE8tv2jAAA&hid=7http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLiosVKyq55Zy5zyit%2Fk8Xnh6ueH7N%2FiVautt0%2Buq7BKtaukhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbOosE2wr7FKpNztiuvX8lXk6%2BqE8tv2jAAA&hid=7


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Mentoring and career development.S. Gayle Baugh ,Sherry E. Sullivan

Purpose - This special issue seeks to examine mentoringrelationships andoffer new perspectives and frameworks, suggesting exciting avenues forfuture research on mentoring and career development.Design/methodology/approach - In the last two decades, the workplace has

been dramatically transformed. Individuals traditionally had careersentrenched in organizations, relying on the paternalistic firm for careerdevelopment. Increasingly now, individuals are enacting careers outsideorganizational boundaries, defining career success on their own terms ratherthan by the organizational measures of salary and rank. Rapid technologicalchange and globalization have intensified the decoupling of individual

careers from organizations, putting more emphasis on individuals for theirown career development and creating an even greater need for mentoring.Findings - Although much research has been done on the impact ofmentoringon subjective and objective career success, there are still manyunexamined and under-explored aspects ofmentoring. This collection of tenarticles tackles some of these areas, providing new insights and offering newavenues for research and practice. Originality/value - These articles areauthored by individuals from a variety of disciplines (e.g. organizational

behavior, psychology, health care), and countries (e.g. USA, UK, Nigeria),

with each article bringing a unique lens to the study of mentoring andcareers. Individually, each article makes a contribution to the betterunderstanding of how mentoringhas evolved and is enacted today. Together,this collection of articles provides important insights that it is hopedencourage even further research into the complexities of developmentalrelationships and their impact on career development.

The power of mentoring .Citation Only Available By: Maeglin, Kathy. IndianapolisBusiness Journal,1/13/2003, Vol. 23 Issue 45, p31, 2p, 1

ABSTRACT: Discusses the importance of mentoring in business. Careerdevelopment; Benefits of mentoring; Tips for finding the right mentor;Misconceptions about mentoring.

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http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLimtVKzrJ5Zy5zyit%2Fk8Xnh6ueH7N%2FiVaupskm0rbJOtKqkhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbemr020r64%2B5OXwhd%2Fqu37z4uqM4%2B7y&hid=9http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2FdV0%2Bnjisfk5Ie46bNRtK61Sq%2Bk63nn5Kx95uXxjL6trUq0pbBIr6aeTLimtVKzrJ5Zy5zyit%2Fk8Xnh6ueH7N%2FiVaupskm0rbJOtKqkhN%2Fk5VXj5KR84LPgj%2Bac8nnls79mpNfsVbemr020r64%2B5OXwhd%2Fqu37z4uqM4%2B7y&hid=9


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RESEARCH METHODOLOGY

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3. FLEXIBILITY: The malleability of the boundary between two or morerole/domains-its ability to expand or contract-toaccommodate the demands of one domain or another".Here flexibility relates to flexibility in the MentoringProgram according to the need of employees. Thefollowing hypothesis was set in order to measure this

parameter. The question under this is Q13.

4. COUNSELLING: Counselling is a process that enables a person to sort outissues and reach decisions affecting their life. Oftencounselling is sought out at times of change or crisis, it neednot be so, however, as counselling can also help us at anytime of our life.

Counselling involves talking with a person in a way thathelps that person solve a problem or helps to createconditions that will cause the person to understand and/orimprove his behaviour, character, values or lifecircumstances. Here this implies that whether the MentoringProgram helped encouraging and increasing the morale ofemployees. The question under this is Q 12.

5. EMPATHY & SUPPORT: To show empathy is to identify with another'sfeelings. It is to emotionally put yourself in the

place of another. The ability to empathize isdirectly dependent on your ability to feel yourown feelings and identify them. Here empathyand support implies whether the mentors wereable to provide required empathy and support totheir mentees. The question under this are2,4,5,11.

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RESEARCH:

According to Clifford Woody :

Research may be define as, Defining and redefining problems ;

formulating hypothesis or suggested solutions ; collecting , organising and

evaluating data ; making deductions and reaching conclusions ; and at last,

carefully testing the conclusions to determine whether they fit the

formulating hypothesis.

TYPE OF RESEARCH: This is an Applied research.

RESEARCH DESIGN

Research Design is a framework or blueprint for conducting any research

project. It specifies the details of the procedures necessary for obtaining the

information needed to structure and / or solve research problems.

Descriptive Research Design

A type of Conclusive Research that has as its major objective the descriptionof something usually organisational characteristics or its functions.

Descriptive Research Design is marked by prior formulation of specific

hypothesis.

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DATA COLLECTION

Research methodology will be based on both primary and secondary data.

Primary Data

It will be helpful in study to the ideas and opinion of different

executives of the organisation. This will be done through:

Personal interviews of the experts of IT field within organisation.

Formal and informal discussions.

Structured Questionnaires.

Secondary Data

Has been collected through:

Published data in and outside the organisation.

Internet downloads.

Various journals, etc.Subject related articles in Newspaper and Magazines.

SAMPLE :

All the mentees in ONGC Headquarters, DehraDun.

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DATA ANALYSIS

1. Are you fully aware of the mentoring programme within ONGC?

(a)stronglyAgree

(b) agree (c) neutral (d) disagree (e) stronglydisagree

0

5

10

15

20

25

30

Strongly

agree

Agree Neutral Disagree Strongly

Disagree

Number of Pers

It can be seen that out of 51 respondents 25 have strongly agreed that theyare aware of the mentoring programme, 25 have agreed of the awarenessabout the programme and only 1 is selected the third option i.e neutral.

2. My mentor demonstrated professional integrity

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(a)stronglyAgree


0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents 18 have strongly agreed that their mentor

demonstrated professional integrity and 33 have agreed.

3. My mentor demonstrated content expertise in my area of need.

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(a)stronglyAgree


0

5

10

15

20

25

30

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 22 have strongly agreed that their mentor was easilyapproachable and accessible, 28 have agreed to it and only 1 is of neutralopinion.

5. My mentor was supportive and encouraging

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(a)stronglyAgree


0

5

10

15

20

25

30

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 25 have strongly agreed that their mentor wassupportive and encouraging, 24 have agreed to it and 2 are of neutralopinion.

6. My mentor provided constructive and useful critiques of my work.

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(a)stronglyAgree


0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 11 have strongly agreed that their mentor providedconstructive and useful critiques of their work, 33 have agreed and 7 are ofneutral opinion.

7. My mentor motivated me to improve my work product

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(a)stronglyAgree


0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents 16 have strongly agreed that their mentor motivated

them to improve their work product, 31 have agreed to it and 4 respondentshave neutral opinion.

8. My mentor was helpful in providing direction and guidance onprofessional issues (e.g., networking).

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(a)stronglyAgree


0

5

10

15

20

25

30

35

40

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 8 have strongly agreed that their mentor provided

them direction and guidance, 38 have agreed to it, 3 are of neutral opinionand 2 have disagreed to it.

9. My mentor answered my questions satisfactorily (e.g., timelyresponse, clear, comprehensive).

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(a)stronglyAgree


0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 18 have strongly agreed that their mentor answeredtheir questions satisfactorily, 31 have agreed and 2 have neutral opinion.

10. My mentor challenged me to extend my abilities(e.g., risk taking,try a new professional activity, drafta section of an article).

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(a)stronglyAgree


0

5

10

15

20

25

30

Strongly Agree Neutral Disagree Strongly

Number of Pers

Out of 51 respondents, 5 have strongly agreed that their mentor challenged

them to extend their capabilities, 26 have agreed, 17 have neutral opinionand 3 have disagreed.

11. My mentor suggested appropriate resources (e.g.,experts,electronic contacts, source materials).

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0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 17 have strongly agreed that mentoring has increasedtheir morale and motivation, 29 have agreed, 2 are of neutral opinion and 3have disagreed.

13. Should the subordinates be given a chance to change their mentor ifthey are not compatible

(a)stronglyAgree


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0

5

10

15

20

25

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 22 have strongly agreed that mentees should be givena chance to change their mentor if they are not compatible, 22 have agreed, 6are of neutral opinion and 1 disagrees.

14. Do you think mentoring helps in building a continous learningorganization?

(a)stronglyAgree


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0

5

10

15

20

25

30

35

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 19 have strongly agreed that mentoring helps inbuilding a continous learning organization, 29 have agreed, 2 are of neutralopinion and 1 disagrees.

15. Does your mentor listens to your suggestions i.e. is reverse mentoringprevailing among you and your mentor?

(a)stronglyAgree


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0

5

10

15

20

25

30

35

40

Strongly

Agree


Disagree

Number of Pers

Out of 51 respondents, 10 have strongly agreed that reverse mentoringprevails between them and their mentor, 36 have agreed and 5 are of neutralopinion.

16. Doesmentoring really helps in employees growth and development?

(a)stronglyAgree


8

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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation Variance

increase your overall morale

and motivation

51 1.00 4.00 1.7647 .61930 .384

Valid N (listwise) 51

AS the value of mean is 1.76 so this shows that most of the respondents have

opted for option (b) which was agree. So we conclude that mentoring has

helped in increasing the overall morale and motivation level of the

employees.

FLEXIBILITY



change their mentor if they

are not compatible

51 1.00 4.00 1.6863 .73458 .540

As the value of mean is 1.68, this shows that most of the respondents haveopted for option (b) which was agree. so we conclude that majority ofmentees are of the opinion that mentees shoul be allowed to change theirmentor if they are not compatible.

EMPATHY AND SUPPORT

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demonstrated professional

integrity

51 1.00 2.00 1.6471 .48264 .233

mentor was approachable

and accessible

51 1.00 3.00 1.6078 .53211 .283

mentor was supportive and

encouraging

51 1.00 3.00 1.5294 .57803 .334

answered my questions

satisfactorily

51 1.00 3.00 1.6471 .55941 .313


It has been inferred from the questions that through an established mentoringprogramme ONGCs mentoring was effective in providing empathy andsupport to the employees. As most of the respondents have agreed to theabove statements.

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CAREER DEVELOPMENT



demonstrated content

expertise

51 1.00 3.00 1.7647 .61930 .384

provided constructive and

useful critiques

51 1.00 3.00 1.9020 .53870 .290

motivated me to improve my

work product

51 1.00 3.00 1.7843 .57667 .333

Was helpful in providing

direction and guidance

51 1.00 4.00 1.9608 .52767 .278

challenged me to extend my

abilities

51 1.00 4.00 2.2941 .72922 .532

mentor suggested

appropriate resources

51 1.00 4.00 2.3922 .80196 .643

helps in building a continous

learning organization?

51 1.00 4.00 1.7451 .62748 .394

mentor listens to your

suggestions

51 1.00 3.00 1.9216 .52319 .274

helps in employees growth

and development?

51 1.00 4.00 1.6275 .69169 .478


It can be inferred that ONGCs mentoring programme lead to the careerdevelopment of its employees. It encouraged and motivated them and helpedthem to improve their productivity.

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17. In what way(s) has being a Mentee been most helpful or beneficial toYou?

Ans: The following are the answers commonly given by the employees:

1. Enhancement of knowledge base about the company in which they areworking.

2. Helped them in identifying their weaknesses and how to build upontheir strengths.

3. improved confidence4. Improved communication, presentation and interpersonal skills.5. Encouragement to set high goals and pushing oneself to achieve them6. Improved confidence7. Improved productivity and efficiency.

8. Increased morale and motivation

18. What aspect did you like most about the Mentoring Program?


1. Real life experiences shared by their mentors.

2. Mentor was supportive.3. Mentor was always available whenever needed.4. No molds barred discussions.5. Exchange of useful information.6. Sharing of personal problems.

19. What aspect did you like least about the Mentoring Program?

Ans: The following are the answers commonly given by the employees:1. Short duration of the programme2. Mentees are not allowed to change their mentors.3. Not a continuous programme.

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20. What changes would you make to the Mentoring program?


1. Should be made a continuous programme.2. Must be implemented at the initially when the employee joins the

organistion.3. Programme should be more flexible according to the needs of the

employees.

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TOTAL PARAMETERS



AWARENESS 51 1.00 3.00 1.5294 .54233 .294

EMPATHY &

SUPPORT

255 1.00 3.00 1.6392 .55702 .310

CAREER

DEVELOPMENT

408 1.00 4.00 1.9314 .68339 .467

COUNSELLING 51 1.00 4.00 1.7647 .61930 .384

FLEXIBILITY 51 1.00 4.00 1.6863 .73458 .540


The value of average mean of parameter awareness is 1.5294. this showsthat most of the respondents have opted the option (b) which is agree. sowe conclude that the employees of ONGC are fully aware of the mentoring

programme implemented in ONGC.

The value of average mean of parameterEmpathy & support is 1.6392.

This shows that most of the respondents have opted for option (b) which wasagree. SO we conclude that the mentors were very professional and wereeasily approachable. They constantly supported and encouraged theirmentees and answered all their questions.

The value of average mean of parameterCareer Development is 1.9314.This shows that most of the respondents have opted for option (b) which wasagree. So we coclude that the mentoring programme has helped theemployees in their career development. Mentors have helped their mentees

in improving their productivity and helped them to set higher goals forthemselves. The employees also agree that mentoring helps in building acontinous learning organization and is helpful for the growth anddevelopment of employees.

The value of average mean of parameter counseling is 1.7647. this showsthat most of the respondents have opted for option (b) which is agree. sowe conclude that ONGCs mentoring programme was effective enough to

boost the morale of employees.

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The value of average mean of parameter Flexibility is 1.6863. this showsthat most of the respondents have opted for option (b) which is agree. sowe conclude that ONGCs mentoring programme shoul give an option tochange mentors at the will of the employees.

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FINDINGS

Employees are fully aware of the mentoring programme within

Ongc

Empathy and Support is the major factor that has contributed tothe effectiveness of mentoring programme within ONGC.

Counselling and career development are the second and thirdmost important factors contributing to the effectiveness of the

programme.

Some employees of this organization think that mentoring iseffectively done in this organization but according to some ofthe employees there is still a scope of improvement in the

present mentoring programme.

Most of the employees are satisfied with mentoring programmein ONGC. It has increased their morale and productivit

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