Case Study

2005

Government of Canada – Masterclass for Mentors™ for Department Executives

Assignment:

Design and implement a mentoring development program for Federal Department Senior Executives

Goals:

• To use mentorship as a means to enhance the investment in leadership development at both the mentor and protégé levels
• To accelerate the development of high potential and high performing individuals; reduce the time to be “ready” for increasing role complexity
• To retain key talent both within the organization, and/or within the government

Context:

• Developing talent is a significant issue in the engineering and professionals group. After years of downsizing, a significant age and experience gap exists making leadership development and knowledge transfer a significant workplace issue that threatens the sustainability of the group: 65% of the leadership group are ready to retire; replacement is not in place
• Cost competitiveness & globalization has impacted retention: professionals in this department can earn higher salaries in the private sector

©2005 Sage Mentors Inc.

Sage Mentors Inc. Solution:

· Customized, implemented, and supported the 12 month Masterclass for Mentors™ program; prepared all members of the senior leadership team to become confident, effective mentors cross-functionally:

Learning process incorporating: manage the mentoring process – keeping it alive and productive

Deal with potential difficulties and risks in the mentoring relationship

Achieve Return On Investment by accelerating the development of leadership talent in the organization

Results:

· Early feedback indicates mentors are confident in how they manage intricacies and risks of the relationships within a complex organization

· Early indicators are demonstrating improved decision making among mentors and protégés alike