Thursday, October 17, 2019

Career Development Case Study Example | Topics and Well Written Essays - 2000 words

Career Development - Case Study Example Analysis of the Actions of Madeleine Lagarde and Her Mentor 6 2.2. Analysis of the Actions of Eric Wong and His Mentor 7 3.0. Ways to Make Mentorship More Different 8 Bibliography 9 1.0. BCG’s Career Development and Mentorship Processes: Strengths and Weakness Boston Consulting Group is considered as the ideal place for strategy consulting as an organisation. The main objective of the organisation is to attract, develop and retain the best of the candidates in the organisation. The career development process for the professionals and mentorship program in the organisation is the best. The strengths and weaknesses of these processes are discussed in the below paragraphs. 1.1. Strength of the Career Development and Mentorship Process The career development in BCG is quite remarkable. There is a good scope for career building in the organisation, ranging from associates to officers. The associates and consultants in the firm are primarily focused on the organisational module. The project leader handles various projects in the organisation. The managers have the responsibility to handle both the project and the clients of the organisation as both are termed essential for the success of the business. The officers of BCG give much emphasis on clients and the success of the organisation. ... The incoming consultants are assigned a Career Development Consultant (CDC) advisor, as they provide guidance to the clients in their project work and help them in their success. They also provide positive and/or negative feedback to the incumbents for their improvement. Therefore, the employees can grow skills by the opportunities from staffing. Consequently, the employees need to be proactive in building their skills. The training is also conducted for the professionals for qualitative and administrative purpose. The formal training helps the employees to improve their social skills, networking skills and becoming more familiar with the working environment of BCG. With an overall point of view, the on-job training is quite productive for the professionals. The BCG officers are assigned as informal mentors for incoming consultants and CDC advisors are the formal mentors. The mentors, who are selected for the incumbents, assist them to deal with several issues and stimulate their ski lls. There is no structured time for the mentors to talk to the consultants. From the first month of their joining up to 24th month, mentors discuss and try to explore various problems that may arise with the consultants in their work and workplace. 1.2. Weaknesses of Career Development and Mentorship Process BCG gives primary focus on handling the clients rather than the growth of the people. The promotion in the organisation is decided by the senior persons depending on the skills of the professionals and not by their time period in the job. Thus, biasness is most likely to arise in the workplace. There is a criterion of voluntary exit for the professionals during their on-job training period due to poor

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