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schedule. I am not always able to
attend workshops due to business
demands. Smaller increments that
do not require travel would make it
easier for me to participate.
Current development support provided by
the program was missing the bar. What was
the best way to build connections that deliver
timely support where it is needed most?
After some benchmarking, the program
identified its solution. Most of the existing
workshops were retired and a peer men-toring
solution was piloted in their place.
PEER MENTORING AT MLF
In partnership with Glain Roberts-
McCabe of The Executive Round Table,
the peer mentoring sessions were de-signed
as collaborative learning forums
THE SESSIONS ARE HIGHLY PARTICIPATIVE
AND THE PARTICIPANTS PROVIDE
MOST OF THE CONTENT, EXAMPLES
AND COACHING. THE PROGRAM SIMPLY
PROVIDES A LIGHT INFRASTRUCTURE,
TOOLS AND SUPPORT NECESSARY TO
FACILITATE RICH DISCUSSIONS.
where LTs share their knowledge, experi-ences
and perspectives with the objective
of providing targeted, timely support for
their individual development and work-place
challenges.
The sessions are highly participative and
the participants provide most of the con-tent,
examples and coaching. The program
simply provides a light infrastructure,
tools and support necessary to facilitate
rich discussions.
So how do they work?
They start with the creation of cross-functional
peer groups consisting of eight
to 10 LTs, the optimum size for this for-mat.
The peer groups meet for a few hours
every two months, with the option for ei-ther
in-person or virtual participation.
The calendar is owned by the respective
peer group; this provides flexibility to
schedule around business demands.
Each session follows a light agenda that
aligns to the objectives for the program.
This includes:
■■ Leadership & Learning Lab: Each ses-sion
starts with a deep dive on a leadership
skill based on the development needs of
the group. These are designed to provide
a little bit of content and generate a lot
of conversation in the form of examples,
questions and ideas from the group.
■■ Development Action Plan Spotlight:
Each LT has a personal development ac-tion
plan. They reflect on their progress
on these plans, sharing wins, learning
and struggles. They also receive peer
support in achieving their personal
development goals.
HRPATODAY.CA ❚ MAY/JUNE 2014 ❚ 31