Feature insight - Lifelong learning
The relationship, though, is flexible, according to Ed Johnson, co-founder and chief executive officer of mentoring platform PushFar. He comments: “It’s largely down to the mentor and mentee to set the expectations, determine how often they should meet or speak, how long the mentoring relationship should last and realistically what the mentor feels able to guide and support the mentee with. This could be anything from general navigation through an organisation or industry, through to specific internal politics, challenges and career progression. “Mentoring relationships can be conducted virtually through phone and video calls or in person. Traditionally, they are between two employees within the same organisation. However, we’re now seeing an increase in cross-company mentoring too.” There are added benefits to solid mentoring relationships beyond workplace learning, too. Johnson explains: “Mentoring can help with diversity and inclusion agenda and initiatives. Reverse mentoring – the concept of those more junior individuals mentoring senior leadership – can help to spread awareness of certain challenges
that underrepresented employees may face, such as disability accessibility, LGBT+ rights internationally and a whole host of other less considered challenges. Diversity schemes can flourish and grow.” ... constantly enhancing your in-house team and staying ahead of the curve... Gilligan points out that mentoring also helps to develop more senior staff. He says: “Passing on the ‘knowledgeable baton’, strong in-house leaders help to improve a workplace atmosphere and morale, as well as develop skills. A happy, engaged employee will increase individual productivity, too – and bring everything back to the company’s objectives of maintaining a healthy staff retention rate, while providing an attractive hook when hunting for talent.” In fact, Gilligan advocates taking the concept of mentoring one step further:
“Businesses can match up workplace ‘champions’ to help one another,” he explains. “So, a colleague better at public speaking could help someone struggling with stage fright. Or an executive keen for promotion might ask for leadership skills, and advice from a line manager or company boss to progress their role. Making people feel valued in the office will often empower the direction of an organisation.” Not every employee might be as eager as the next to develop – or go at the same speed – but if there are options within an organisation to upskill, then staff members are more likely to stay, says Gilligan. “It’s about getting the right kind of training for your business, and making sure that the learning on offer is working well so that you’re constantly enhancing your in-house team and staying ahead of the curve in a competitive marketplace.” Learning never stops, from the start of a career to its end. In fact, there are many payroll professionals who continue to share the benefit of their experience long after they’ve left the coalface. There is plenty of knowledge out there. Seek and you will find! n
CEO pay ratio reporting
Online course
Make sure that you can accurately calculate and report CEO pay ratios ahead of your reporting deadline and comply with the new legislation.
This course covers: ● Choosing a calculation methodology ● The overlap with gender pay gap reporting ● Data definitions and collection ● Calculating the pay ratios ● Publishing the data ● Supporting information and explanation
Book online at cipp.org.uk/training , email info@cipp.org.uk or call 0121 712 1000 for more information.
cipp.org.uk CIPP_UK @CI P_UK cip .org.uk
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Issue 51 | June 2019
| Professional in Payroll, Pensions and Reward |
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