Corporate mentoring programs are used by mid to large organisations to further the development and retention of employees. Mentoring programs may be formal or informal and serve a variety of specific objectives including acclimation of new employees, skills development, employee retention and diversity enhancement.
In the organisational setting, mentoring requires unequal knowledge. CP-SIIG’s high-potential mentoring programs are used to groom up-and-coming employees, deemed to have the potential to move up into leadership roles. Here the employee (protégé) is paired with a senior level leader (or leaders) for a series of career-coaching interactions. Our programs tend to be smaller than more general mentoring programs and mentees must be selected to participate.
Mentoring is as equally valuable in the public service where knowledge sharing and motivation has great importance both extrinsically and intrinsically. Sharing motivation in the public sector requires particular consideration since Government’s main concern is in public service, not profits. Generally public servants main interest is in policy making, commitment to the public interest, compassion, and willingness for self sacrifice which can drive them to share knowledge for a sacred reason – serving the public interest. Fundamentally, the sharing of knowledge must be encouraged in order to create more advanced organisational knowledge and accordingly improve public service performance. In doing so, altruistic motivation must be addressed and emphasised, if knowledge sharing in the public sector is to be facilitated.