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Challenges/needs
ConocoPhillips (COP) was founded in 2002 by the merger of two American oil companies, Conoco and Phillips. The company now ranks fifth out of the Fortune 500 companies, and has adopted mentoring worldwide. Driven by their CEO, mentoring has been recognized by COP as one of the best methods of ensuring the transfer of knowledge to younger generations and so face the major demographic challenges of our century. In China, mentoring is also used for transferring leadership from headquarters to the regional level.
As part of their global GRADs program, ConocoPhillips aims at accelerating the development of young employees by using techniques such as job rotation, international assignment and mentoring.
Solution
In December 2007 Metizo launched the ConocoPhillips China mentoring program for young employees. The program lasted 9 months, ending in July 2008. The metizo program offered a mix of training, group tutorials and personal counseling in the area of career development, personal competency, teamwork, managing work/life balance.
Outcomes
- Impact on mentors
In this program, mentors were selected among middle level managers and senior engineers. They learned the basics of career motivation and career management for themselves and for others.
They also got a chance to learn about the key problems of young employees in order to bridge the generation gap typical of the generation of Chinese that was born before and after 1980.
- Impact on mentees
Most mentees in this program were selected among the 2006 and 2007 intake from top universities in China at PhD and Ms level. This program gave them an opportunity to look at their career from a strategic standpoint, assess realistically their personal competencies and get support to conduct their school to work transition.
- Impact on HR
For HR, this program was a chance to promote career development internally and cascade the global mentoring culture down to China operations.
