What is the current state of affairs with regard to Mentoring?

  • It is still the case today that too few managers and leaders practice mentoring among peers and still fewer choose a mentor for themselves.
  • A number of large companies, especially those of Anglo-Saxon origin are currently developing this technique which nevertheless remains in its formative stages.
  • Many non-governmental organizations and independent associations systematically use mentoring as a highly pertinent means of training, coaching, developing and supporting members of their staff.
When used more extensively, the focal points of mentoring are many and varied:
  • Knowledge transfer & experience sharing
  • Management development
  • Reinforcing a learning community.

By opening up opportunities for mentoring, Human Resource teams provide their organizations with structure, dynamism and an ethical approach that encompass the practice of sponsorship that is often already in place in the company.

What are the specific characteristics of VIVACCI’s approach to mentoring?

VIVACCI guides and assists its clients in the design and implementation of their own mentoring process based on the following key principles:

  • Devising a system of organized get-togethers for the co-development of the manager and his/her mentor, for the joint development of the mentee, the mentor and the organization as a whole.
  • Positioning mentoring as an effective tool for conveying the values, the culture, the management practices, expertise and experience of a given management community.
  • Adapting the process to the specific culture and business of each individual client’s organization.
  • Fine tuning the scope and the means of deployment of this practice.
  • Setting up coaching processes for mentors, mentees and HR managers, to enable them to reap the expected rewards from this practice.
What solutions does Vivacci propose?

Vivacci provides its key input at all stages of the mentoring process: design, deployment, implementation and follow-up:

  • Qualification of the objectives and the structural elements of the mentoring process and drafting of HR arguments for the attention of decision-makers
  • Design of a mentoring process tailored to the needs of your organization
  • Communication to all actors involved in the process
  • Definition of mentor selection criteria; selection, training and supervision of mentors
  • Pairing of mentors and mentees
  • Evaluation of the process and qualification of results obtained.