Future- proofing
Lorraine Thomas, MD of Metzger Search & Selection, explains how by implementing mentoring programmes, senior executives can help foster a culture of diversity in the workplace to help ensure the survival of the business.
Across industry, including the cleaning sector, we need to continue to change behaviours and attitudes about diversity hiring and development in the workplace. Implementation can be facilitated through well-planned mentoring schemes at work, as today’s senior executives prepare tomorrow’s talent.
With Brexit and its anticipated effects, there are reasons why senior managers and directors in the cleaning industry should consider developing their employees’ potential through mentoring.
The skills drain
The cleaning and FM sectors are among those who have already voiced their concerns about skills shortages, especially post-Brexit. EU workers of varying skill sets, from operatives to management, have already begun to leave the UK in droves. As the skills gap widens, maintaining top quality service delivery is a major concern.
The answer may lie in tapping into the existing workforce potential that has not been recognised, validated and developed. This applies to both internal development and external hiring strategies. Key senior decision makers can lead by example in making company culture amenable to new ideas and fresh input when it comes to fulfilling staff quotas. Adopting diversity will be the key.
Can’t see the wood for the trees
In breaching a skills gap, the employer must identify what skill set the organisation needs and not be afraid to look inward; identify where the talent is and tailor a mentoring programme to reach them. By doing it in manageable phases it is easier to set clear objectives for individual groups of employees that require mentoring, whether it’s for customer-facing services, management or procurement. It helps to measure success and support the development associated with these skill sets.
Both the mentees and mentors need to buy into the initiative – they should want to improve and help others respectively. It is an undertaking for the collective good of the organisation but involves working closely with individuals to make that change, one person at a time. Matching the right mentor with a mentee is also likely to yield more positive results.
Diversity mentoring and company performance
As well as developing a workforce, creating an equal opportunity environment and building career paths through diversity mentoring programmes should produce a measurable difference in the company. If managed properly, there should be a direct correlation between the business objectives and the positive effects of mentoring.
Quality, not quantity, wins here. Initiating too many programmes at once, without adequate mentors to deliver good quality guidance, may result in programme failure.
Mentors are helping to deliver confident leaders for the future, not just ticking training boxes. Therefore, mentoring programmes should be integrated into company training structures and materials. There should be guides, handbooks, and videos available to help the mentee understand what the mentor is trying to achieve. Both parties benefit from exercises and work plans to maintain momentum to give clear direction. This avoids diminishing positivity required to continue.
Positive branding
A company known to have a mentoring programme will be attractive to talented external candidates too. An ambitious and invested prospective employee, who wants a clear path of career development will be persuaded if they know that a company is willing to offer this support.
Companies reputed for embracing employees with diverse talents, developing existing ones, doing things differently with fresh perspectives, are likely to impress and assure key stakeholders, customers and investors.
An employer that actively engages and improves their employees is an example that others may be inspired to follow. Changing attitudes, behaviour and increasing proactivity regarding diversity mentoring can unlock a fresh slew of employees’ skills and talents. In the end the individual improves, for their and the company’s benefit.
www.metzger.co.uk www.tomorrowscleaning.com TRAINING AND EDUCATION | 43
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