Canadian HR Strategy

CANADIAN HR STRATEGY/25 "It's been an opportunity for our mentors to get a different perspective from the mentees that they interact with. They all tell me how valuable for them it has been to hear about differ- ent parts of the organization," said Parnass. While mentees have the opportunity to learn soft skills, C- suite mentors are able to test new ideas. "It keeps them current with what some of the issues are within the organization. It gives an opportunity to test out ideas and perhaps have conversations and discussions with individuals that they normally would not have access to," she said. Retaining knowledge and sharing it internally not only makes business sense but is absolutely necessary, according to Frank Vettese, managing partner and chief executive at De- loitte in Toronto. "Mentoring is (also) an effective way for us to ensure that the wealth of knowledge and skills of our senior partners — those in pre-retirement as well as those who have already retired — gets transferred to our future leaders." Mentoring programs are especially valuable during specific moments in a person's career. "Senior partners as well as peers are an essential part of sup- porting our partners to be truly successful in their careers. This is particularly important at transition points, like taking on new or expanded roles. Mentoring is something we are very inten- tional about and within our partner performance process, we ask all partners to identify at least one mentor," said Vettese. "The more elevated you are as a leader, I think your skill- set has to mix from how you get things done to how you bring people along." It is hard to learn these skills from a textbook, said MacDon- ald. It is important "for them to understand the vision, accept the vision, get committed to it." To get your message across to people, you must meaningfully repeat it to multiple people, multiple times — and be patient about it. Over a 25-year career with Deloitte, MacDonald has men- tored a countless number of individuals. She has learned inspi- ration plays a key role in directing individuals. "It is easier to have your mentors inspire you earlier in your career, so mentors can be inspiring and idea-generating earlier in your career, whereas later on it is probably… a bit more challenging, you get more challenged," said MacDonald, who is currently being mentored by two partners as well as two retired partners. – EDUCATE At the University of Toronto, Parnass said she understands the value of education within a mentorship program framework. "It's a really great opportunity for our staff to learn from oth- ers to develop their leadership talent," she said. Mentors and mentees are able to learn a lot about themselves and the organization at the same time. FEATURE/MENTORSHIP Join the Strategic Capability Network —Exclusivity Without The Price Tag The Strategic Capability Network is a high-level forum for HR and organizational leaders. Our members enjoy provocative monthly programs with inuential thought leaders, CEOs, academics and authors around our core themes of Organizational Effectiveness, Leadership in Action and Strategic Capability. Our low annual membership fee of $225 provides access to all programs, which can be enjoyed live at the National Club, or viewed in our video library shortly after the event. Membership also includes social media development sessions, vibrant social events, and a host of free professional resources via our afliation with HRPS. As a non-prot association driven by senior volunteers, we offer exclusivity without the price tag. www.scnetwork.ca

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