Mentoring Programs: A Case Study of an Automative Company

The Company ran a mentoring program for the HIPOs(High Performers). As a part of its international development project aimed at leadership development, digital transformation and high performance culture need was felt that there should be a program for new employee mentoring to foster connects between the new employee and the company. This will help deal with the operational issues expeditiously, and quickly acquaint the new employee to the company. In order to attain its goal of leadership development and digital transformation Company X planned to implement a new concept of reverse mentoring wherein the younger employees mentor the leadership. For the purpose of developing a high performance culture the Company X was planning to implement peer-to-peer mentoring wherein high performers from different functions mentor each other to develop a cross-functional mentoring expertise. As a result of this research the framework for these programs was designed and implemented. The benefit of this research is to gain a perspective on the mentoring practices being followed in the automotive sector.