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Challenges/needs
Every working day throughout the world, millions of employees have a personal development conversation with their managers about their future in the organization. Most managers have never been trained for these conversations and the quality of information, usually written down at the end of a performance review, is rarely used by the organization in managing the employee’s career. In fact, human resources departments have no standard tool for recording the priorities and aspirations of their employees and they don’t follow up when employees do communicate their personal development priorities to the company.
Solution
In January 2006, Peter Tan of the Nokia China Learning Center asked Metizo to modify our mentoring program for high potentials in order to address Nokia’s talent needs at the middle management level. Jose Conejos, corporate HRD Vice President at Nokia in Helsinki confirmed that linking the two levels, team managers responsible for employee development and senior managers responsible for mentoring high potentials, would be of interest to Nokia worldwide.
We set up a three-month action-learning program where managers and employees received separate training and support and met informally and formally using both the company’s internal tools and Metizo tools.
Managers choose 2 team members to engage in 3-month process.
Both groups did separate training and attend small-group tutorial sessions with Metizo; managers and employees also met informally and formally during the performance review period.
Documentation of quality employee development plans in HR software.
Learning results are assessed and unresolved issues are discussed with HR support.
Outcomes
The program was carried on for several groups of managers with their team members with Nokia China in Beijing and Taiwan. The results showed that managers acquired counseling competencies for supporting employees during formal and informal conversations about their future development, were better able to deal with typical career development difficulties and helped employees formulate quality personal development information for corporate PDP (Personal Development Plan) tools used in HR systems.
