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Mentor Project

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1. Mentor Project. II transnational meeting. Dresden 25 April 2005. Methods and new tools for organizational development of human resources in Small ... – PowerPoint PPT presentation

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Title: Mentor Project


1
Mentor Project
Methods and new tools for organizational
development of human resources in Small and and
Medium Enterprises
  • II transnational meeting
  • Dresden 25 April 2005
  • Initial results
  • FIRST PHASE OF PROJECT

2
Aims of the session
  • How far have we come
  • Initial results of the project
  • 1) The mentor figure
  • 2) Legislation
  • 3) SMEs in partner countries
  • Organisation of the Report for 1st phase

3
How far have we come
  • PHASE 0
  • Start up and project management
  • PHASE 1 SME survey
  • PHASE 4
  • Dissem-ination and public-ation of results
  • PHASE 2 Training model
  • PHASE 3 Training testing

4
How far have we come
  • PHASE 1 - SME survey

Three tasks to complete for the survey
Mentor profile Analysis of legislation Analysis
of companies
Despatch of question-naires Data processing
(to do)
Construction of research report (to do)
5
The Mentor figure
  • PHASE 1 - SME survey

Initial results
Features of SMEs
6
The Mentor figure
In GERMANY
  • There are good development prospects for the
    Mentor and their task could be twofold
  • 1) support the SME in outlining industrial
    strategies,
  • 2) develop human resources with tools such as
    career planning and analysing strengths and
    weaknesses.

7
The Mentor figure
In GREAT BRITAIN
  • The Mentor is not common in British companies
  • currently the figure who usually carries out
    mentoring activities is the team-leader but it is
    important to differentiate the roles
  • the main functions of the mentor could be
    1) staff consultancy,
  • 2) welcoming new arrivals and helping them fit
    into the firm,
  • Mentor as an advocate.

8
The Mentor figure
In GREECE
  • there is no legislation on the figure of the
    Mentor
  • the mentor is the ideal figure to welcome new
    recruits into the SME.
  • the mentor must have a lot of work experience, be
    personable, loyal and inspiring, be a good
    communicator, wish to help others
  • the mentor must learn not to keep knowledge only
    for themselves.

9
The Mentor figure
In HUNGARY
  • There is no business culture on the mentor
  • There is no legislation
  • The Government has set aside funds for training
    the new generations
  • The limits to the spread of the mentor could be
    no intellectual property right recognition, lack
    of financing for the human resources.

10
The Mentor figure
In ITALY
  • There is no legislation on the mentor and there
    is still no widespread company culture of the
    mentor
  • Mentoring activities are usually carried out by
    the company tutor, but it is important to
    differentiate the roles the tutor deals with
    content, the mentor offers consultancy, support
    and assistance.
  • The mentor helps the mentee to grow, create value
    from their skills, enrich them, and construct a
    personal professional programme.

11
Features of SMEs
In GERMANY
  • The SMEs are evenly spread and have from 9 to 80
    employees.
  • Strengths SMEs are in a very competitive market
    that requires them to be continually updated and
    trained
  • Weaknesses they do not have strong industrial
    strategies and have no continuous and methodical
    development of human resources

12
The features of SMEs
In GREAT BRITAIN
  • SMEs generate 40 of the countrys wealth
  • Small businesses have up to 50 employees, Medium
    size ones up to 250
  • Strengths the sectors in which the SMEs operate
    are very active
  • Weaknesses lack of specialised workers, high
    interest rates, low turnover.

13
The features of SMEs
In GREECE
  • SMEs are very widespread (99 of all companies)
    and have around 10 employees
  • Strengths interest in innovation and change
  • Weaknesses there is no real management
    structure, workers forced to be very flexible,
    limited production resources, little attention to
    training.

14
Features of SMEs
In HUNGARY
  • SMEs are very widespread (96 of all companies)
    and are almost entirely small businesses with 17
    employees on average
  • Strengths managerial ability of business people
    and networks among companies
  • Weaknesses little investment in human resources,
    high tax rates which leads to tax evasion.

15
Features of SMEs
In ITALY
  • SMEs are very dynamic and widespread (13 medium
    sized and 63 small) and are mainly family run
  • Strengths dynamism and international market
  • Weaknesses the main professional skills are
    outside the firm and there is a need for a lot of
    internal training.

16
A possible conclusion.
  • Ideal profile for the Mentor
  • is an expert in the sector, is a good
    communicator, inspires confidence
  • seeks to create value from and bring out human
    resource skills,
  • accompanies and supports human resources in their
    professional development,
  • All the partners report the need to disseminate
    mentoring in SMEs as a form of investment and to
    create value from human resources.

17
Work update
18
INDEX OF REPORT 1st phase(results of
questionnaires)
  • 1st chapter - Mentor training needs
  • 2nd chapter - Work changes key skills and needs
  • 3rd chapter Features of SMEs and relation
    between businesses and the market
  • Annexes Details of the SMEs interviewed

19
INDEX OF REPORT 1st phase
  • 1st chapter - Mentor training needs

20
INDEX OF THE REPORT 1st phase
  • 2nd chapter - Work changes key skills and needs

21
INDEX OF THE REPORT 1st phase
  • 3rd chapter SME features and relation between
    companies and the market

22
INDEX OF THE REPORT 1st phase
  • Annexes Details of SMEs interviewed
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