Sharing and getting ahead Continually developing one s strengths Broadening one s professional and personal profile while adding greater depth to one s network These are the goals of Schaeffler s mentoring program which is special in that all employees can now participate and pursue their further Obviously teams need to have high levels of em powerment and diverse skill sets to pick up the ball of responsibility and run with it In a two year million dollar project that involved 180 teams Google with the help of psychologists statisti cians sociologists and engineers investigated what makes a project team work most effectively Five key dynamics emerged from the research 1 Psychological safety Can we take risks on this team without feeling insecure or embarrassed 2 Dependability Can we count on each other to do high quality work on time 3 Structure clarity Are goals roles and execu tion plans on our team clear 4 Meaning of work Are we working on something that is personally important for each of us 5 Impact of work Do we fundamentally believe that the work we re doing matters The end is more important than the means Outcomes are what matters most in modern team work The number of hours spent at the office or the number of miles traveled on company business are becoming less and less important as proof of pro fessional commitment Work separates itself from presence It s totally immaterial whether employ ees use telecommuting arrangements because they might like to pick up their kids from the child care center in the afternoon or spend some hours sitting in the sun at the local park with a notebook on their lap Output is the only thing that counts Obviously for large corporations in which many different camps clinging to traditional concepts have to be aligned it s especially difficult to roll development within the company either as an experienced mentor or as mentee with a zest for knowledge A survey by the career portal Monster validates Schaeffler s experiences HR expert Thomas Zahay from Monster comments I m not surprised to see that 47 percent of Gen Y birth years 1980 1999 think about mentors and that 22 percent would like to have a mentor This generation is used to receiving feedback not just once a year but engaging in constant exchange with their leaders and peers Considering the special role of parents as advisers it comes as no surprise that millennials like the idea of being supported by experienced colleagues Zahay would welcome programs like Schaeffler s to catch on At the moment only 23 percent have a mentor that helps them in their further personal development he says Clearly there s room for improvement in this area 53 Here and now

Vorschau Schaeffler tomorrow 03-2019 EN Seite 53
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