2 minute read
The importance of mentoring
by IAgrE
Profession
The importance or mentoring
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Stuart Goodinson
Nurture people to unleash their potential
Investing in career progression of employees is the key to reduced staff turnover and greater contribution from a team according to Stuart Goodinson, managing director of De Lacy Executive.
“When candidates approach us to help them find a new position, more often than not the reason they give for seeking a new job is lack of progression in their current role,” he comments. “It’s worth thinking about this for a minute. Good people are moving on because the current company isn’t investing in them. This is incredibly short-sighted by the employer.”
Mr Goodinson suggests that investment in coaching and mentoring can deliver real benefits for minimal cost. He says people respond well to being shown they are valued; that there is clear progression as well as the opportunity to develop and grow. In the current job market, people are looking especially for security and are prepared to devote more energy to their role if they believe it will help their career.
“When you compare the cost of training and mentoring with the costs of replacing a team member, it should be an easy decision. In our experience, the cost of losing someone is equivalent to a minimum of four months of their contribution to the business.
“When an existing person becomes disillusioned, productivity will drop. You will be short-staffed while you find and train up a replacement and there are costs of recruitment as well. If that same person could be motivated to do more, to be more productive and to stay, the benefits to the business could be substantial.”
Case study
One business which has got this aspect of people management right in Mr Goodinson’s view is Devon animal feed manufacturer Harpers Feeds which won the Supply Trade Employer of the year at this year’s Dairy Industry Cream Awards. The firm employs 96 people across a range of areas including manufacture, engineering, logistics as well as sales.
“Attracting, developing and retaining high calibre staff has been a foundation of growth and Harpers has an excellent reputation as an employer and maintains an emphasis on people development. Succession planning is a core principle of the recruitment strategy. The company looks for people who can develop within the business. It is keen to understand people’s aspirations and then manage these as they develop. For example, the sales director, operations director, mill manager, night shift manager and store supervisor have all progressed within the company to their current roles.
“Recruitment does not take place in silos but through a more rounded view which means many staff will move across departments as they progress. Talent is developed within the team by mentoring and promoting from within wherever possible and online CPD.
“For any business looking to build an effective team, I would advise starting by looking at how people are coached and mentored as well as assessing how more progression can be provided. The benefits to the bottom line could be considerable,” Mr Goodinson predicts.
The IAgrE mentoring scheme
If you would like some friendly support with your career, the Institution can help in the first instance have a look at
