Hi Pradeep.
I a working in IT in TATA NELITO SYSTEMS LTD since last 4 years.
Now its recession time and some managerial politics at work made me lose my job.

I did not understand what went wrong.

Now i m again at the lowest step of searching a new job.

Puneet

puneetpalbedi@gmail.com

Hope I can add some thing on mentoring

Ragins (1997), describes mentors as people with advanced experiences and knowledge who are willing and, in most cases, committed to providing upward mobility and support to their protégés’ career development. Sands, Parson, and Duane (1992) add the idea of nurturing to their definition of a mentor: “professional guide who nurtures and promotes the learning and success of his or her protégé”. Cohen (1995) describes mentoring as a one-to-one relationship;

Selection of protégé’s in the workplace:
Several factors have been identified that influence a mentor’s selection of a protégé, from a wide body of literature available on the subject. Some mentors considered the protégé a reflection of themselves. Personality indicators, such as good interpersonal skills, confidence, and dependability are among those qualities that often seem to influence the selection process.
Other indicators include how motivated and competent the protégé appeared to be and whether mentors felt they could help the protégé. Finally, a learning orientation that
included protégés’ willingness to learn and accept constructive feedback was considered
important. More recent research by Allen, Poteet, and Russell (2000) on the characteristics deemed most influential by mentors in selecting protégés suggests that mentors are more likely to choose a protégé based upon perceptions regarding the protégé’s potential and ability as opposed to the perceptions of the protégé’s need for help. Mullen’s (1998) research confirms that perceptions of protégés’ competence influence the commitment of time and effort made by mentors. Research within an academic setting also lends empirical evidence that mentoring functions are more likely to be available to the most capable newcomers .
Organizations need to pay attention to gender, cross-gender, and cross-race effects on
mentoring, while selecting their respective protégé’s and mentors . Hurley and Eland (1996) suggest that establishing formal mentoring programs may help to legitimize cross-gender mentoring relationships by alleviating rumors and speculation that may otherwise occur as a result of such relationships.

Finally, it is essential that all mentors and protégés should receive training about
the dangers of sexualizing the mentoring relationship and sexual harassment. In terms of
cross-race mentorship, Thomas (2001) advocates that organizations teach mentors and
protégés about identifying and surmounting various race-related difficulties. Another
important task for mentors in cross-race relationships is to help the protégé build a large
and diverse network of relationships.



Limitations of mentoring:
• Mentoring processes and outcomes are power laden, frequently unexamined, and uncritically applied.
• There are fewer opportunities for women to be mentored. This is partially due to the unavailability of individuals willing and capable of serving as mentors and because women are seldom included in the informal settings where mentoring relationships are initiated, such as golf courses, private clubs, or sporting events.
• Supervisors may be in a position to motivate, they may also function in an evaluative capacity with potentially punitive functions regarding the protégé’s performance.
• Additionally, the administrative relationship may preempt the open communicative and trusting climate necessary for effective mentoring.
• Administrators are also themselves isolated from their peers, thus compromising their ability to be empathetic and supportive.

Mr. Rahul!!

can you brief your point more in depth, please

Mean while please go through a ppt, which i made to make our Officers aware of Mentoring

Thanks Pankaj