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首页> 外文期刊>Career Development International: The Journal for Executives, Consultants and Academics >Views of HR specialists on formal mentoring: current situation and prospects for the future
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Views of HR specialists on formal mentoring: current situation and prospects for the future

机译：人力资源专家对正式指导的看法：现状和未来展望

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摘要

Purpose - The article aims to report the findings of quantitative and qualitative analysis of the benefits, drawbacks and future prospects of formal mentoring in medium-sized and large organisations. Design/methodology/approach - The empirical data for the study were collected via an online survey, and consist of responses from 152 human resource specialists from companies and public sector organisations in Finland. Findings - The results reflect the organisations' current situation, and the issues that are important to the HR function. Mentoring is primarily used to transfer tacit knowledge from those near retirement to younger colleagues, foster the personnel development and create well-being at work. Career advancement and work performance are not as important as might have been thought. The results suggest that mentoring will be more widely used in the future. Among the future potential deliverables of mentoring are strengthening competence management, creating well-being and enhancing an organisation's image. Young people, in particular, may demand the use of social media alongside mentoring. This could also facilitate mentoring in multicultural organisations. Practical implications - HR functions intending to make greater use of mentoring in future will require more focus and resources to do so. For example, almost one in five of the respondents saw a lack of information as a barrier to establishing mentoring. Originality/value - This paper focuses on how organisations view mentoring, which has not been extensively examined previously.
机译：目的-本文旨在报告对中型和大型组织进行正式指导的好处，缺点和未来前景进行定量和定性分析的结果。设计/方法/方法-该研究的经验数据是通过在线调查收集的，包括来自芬兰公司和公共部门组织的152名人力资源专家的反馈。结果-结果反映了组织的当前状况以及对HR功能至关重要的问题。指导主要用于将隐性知识从即将退休的人转移给年轻的同事，促进人员发展并在工作中创造幸福感。职业发展和工作绩效并不像人们想象的那么重要。结果表明，指导将在未来得到更广泛的应用。指导的未来潜在可交付成果包括加强能力管理，创造幸福感并增强组织的形象。尤其是年轻人，可能需要在指导的同时使用社交媒体。这也可以促进在多元文化组织中的指导。实际意义-打算将来更多地使用辅导的人力资源职能将需要更多的精力和资源。例如，几乎五分之一的受访者认为缺乏信息是建立指导的障碍。独创性/价值-本文着重于组织如何看待指导，而此前尚未对其进行广泛研究。

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