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PERSONAL DEVELOPMENT


widely. One example is PushFar, a mentoring platform to which individuals from any industry can sign up and be “intelligently” paired with a mentor “based on their expe- rience, what they are looking for, availability of mentors, and much more”, says chief executive and co-founder Ed Johnson. “Then it helps mentors and mentees to schedule in meetings, keep track of their goals and mentoring agendas, provide feedback to each other and give full visibility of activity to those managing the schemes.”


Whichever route they take, for mentees the A RECRUITER’S VIEW


“Businesses today are faced with a very important question,” says Suki Sandhu, founder and chief executive at Audeliss Executive Search. “How do we attract and retain the best talent? One point that comes up time and again is the value of mentoring schemes within companies. “A good example of how


mentoring schemes can be used effectively is through the notion of reverse mentoring. This involves partnering junior members of your team with senior members – allowing them to learn from each other and share key transferable skills. This enhances the offer that your business can provide while engaging team members. “Mentoring schemes are


incredibly important to ensure you develop, enhance and add to your talent pipeline, diversifying and nurturing your ecosystem of current and future C-suite potential. These programmes can go a long way in helping develop the skills and characteristics of a future leader – for all members of the team.”


94 NOVEMBER/DECEMBER 2019


benefits can be dramatic. Research points to a faster rate of progression and promotion (up to five times faster, in fact) among those individuals that take part. On top of that “there are several studies indicating an increase in employee engagement and re- tention through mentoring, as well as, more recently, mentoring being attributed as being a powerful tool for employee communication and diversity empowerment,” says Johnson. In the corporate travel sector, these recent launches reflect an industry more aware of the need to retain its talent, says Clive Wratten, chief executive of the BTA. “It’s vital for the sustainability of the industry that we bring in motivated and trained people who have new ideas,” he says. “We have too high an attrition rate and


that’s because people aren’t being mentored all the way through,” he adds. “So mentoring is good for the industry, as well as the indi- viduals. It helps us retain our biggest assets, which are our people.” For its part, the BTA has recently begun offering mentoring to students studying hospitality and tourism at Bournemouth University to build awareness of opportu- nities in the corporate travel sector, as well as working with an e-learning platform “to help educate and mentor those already in the industry, to move them up, widen their skill set and prepare them for the next levels of management”, says Wratten.


SHARING PERSPECTIVES The value of mentoring partnerships goes both ways, too, says Marga Plukker, global travel and fleet manager at TomTom, and one of the mentors for the CORTAS buddy scheme. “It can make me think about new ways to approach things. Young people


buyingbusinesstravel.com


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