Mentoring (Career Development International, Volume 7, by Megginson, David; Garvey, Bob

By Megginson, David; Garvey, Bob

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Extra info for Mentoring (Career Development International, Volume 7, Number 5, 2002)

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There was also a strategic requirement to develop a high quality talent pool to ensure our leadership capability to deliver on our business strategy into the future. 1108/13620430210440145] [ 296 ] Research The economy in Ireland at this time was very strong. 3 percent (ESRI, 2000). Retention was becoming a major issue in many organisations in Ireland due to a very strong economy, in particular within financial services. AIB had adopted a graduate recruitment policy in 1994 and in 1999 intake increased significantly.

E. for six months approximately) or on a more long term basis? Should the mentor be an equal or more senior colleague in terms of grading/ length of experience, etc.? Should the relationship be that of a ‘‘buddy’’ or with a view to supporting professional development in the mentee? . . . . e. it is only for those in their first year or those with problems? We need to ensure credibility with senior people – in some instances mentors from outside the institution might be acceptable. I am aware of developments of on-line and distance mentoring using telephone links, etc.

This ensured that any local requirements for training the individual were implemented in the local design. It also gave each manager the opportunity to take the individual’s skill level and qualification into account. It was an important aspect of the programme that the ‘‘centre’’ did not dictate local training requirements and gave local ownership of the programme. Any placement that took place over the two-year period was also determined locally by the line manager and had to be relevant and appropriate to assist the graduates’ understanding of their role.

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