International Cross-Mentoring Program (Contemporary forms of transfer of knowledge in the field of human resources) 1-Year Leadership Development through Mentoring

International Cross-Mentoring Program Leadership- and Mentoring-Program  for female Mentees (there is also an additional Program for female and male Mentees)  With male and female Mentors  Mentees and Mentors are matched from different companies, sectors, cultures and gender  for small/medium and bigger and/or international companies and administrations Cross, because:  Cross-company  Cross-sector  Cross-culture  Cross-gender

Why an International Cross-Mentoring Program  To enhance participants’ leadership skills  To build a career plan  To gain additional professional knowledge through benchmrking and networking  To retain and develop high potentials for leading positions  To enable the companies to implement a common  Leadership Development Program internationally

Benefits of a Cross-Mentoring Program for the participating companies  Enhances participants’ leadership skills  Develops incentives for high potentials and top performes  Implements a mentoring culture within the organizations as cost efficient development tool  Creates outstanding network and benchmarking opportunities  Enables companies to implement a common Leadership and/or Gender Diversity Development Program in several countries

Benefits for the Mentees  Fostering professional and personal development  Building up a career plan  Improving leadership capacities  Exchanging knowledge and experience  Extending networks  Getting to know other corporate cultures and structures

Benefits for the Mentors  Achieving new experiences in different sectors and cultures  Gaining additional professional knowledge  Confirming existing skills and developing new skills  Acquiring new networking opportunites  And in the Program for female Mentees:  Gaining insights into ambitions, talents and perceptions of women in leadership

Program Setting  About 10 companies participate with about 15 to 20 Mentees  Die Human Resource Responsibles of the participating organizations meet and select in advance appropriate Mentors for the Mentees  The Mentees get to know their Mentors on the first refletion workshop  The Mentees schedule monthly meetings with Mentors throughout one year, individual sessions of 2 to 3 hours  The Mentees meet quarterly  There are two Mentor Master Classes during that year  Mentees and/or Mentors receive 3 professional coaching sessions to support the mentoring process, or to deal more in-depth with particular issues

Level 2 – Reflection Workshops 5 Reflection workshops, quarterly, during one year Level 2 – Reflection Workshops 5 Reflection workshops, quarterly, during one year Level 3 - Coaching 3 Sessions of Coaching of 90 minutes, to support the Mentees and/or Mentors in building up their mentoring process, and to analyse more complex questions Level 3 - Coaching 3 Sessions of Coaching of 90 minutes, to support the Mentees and/or Mentors in building up their mentoring process, and to analyse more complex questions February 2011 Kick Off 1st Reflection Workshop February 2011 Kick Off 1st Reflection Workshop May nd Reflection Workshop May nd Reflection Workshop September rd Reflection Workshop September rd Reflection Workshop December th Reflection Workshop December th Reflection Workshop February 2012 International Mentoring Conference 5th Reflection Workshop February 2012 International Mentoring Conference 5th Reflection Workshop Survey Level 1- Mentoring 10 to 12 sesions of 2 to 3 hours, between Mentee and Mentor during 12 months Level 1- Mentoring 10 to 12 sesions of 2 to 3 hours, between Mentee and Mentor during 12 months November st Matching Meeting Presentation of the Mentees November st Matching Meeting Presentation of the Mentees December nd Matching Meeting Validation of Mentors December nd Matching Meeting Validation of Mentors Research by different universities: “Knowledge Center for Mentoring” Mentor Master Class Mentor Master Class 12 months 2 months Matching Mentees/Mentors Mentor Master Class Mentor Master Class Closing Meeting with Mentors Closing Meeting with Mentors

Challenges to a Mentee – Statistics of the Cross-Mentoring Program 2007 in Luxembourg Which challenges should unconditionally be addressed to a Mentee in the Cross-Mentoring Program?  73 % Open-mindedness / sincerity / inclination to learn and change  73 % commitment / own initiative / self-responsibility / stubbornness  40 % aptitude to accept criticism / sincerity  60 % active interest in personal development / carrier (as well as  appropriate opportunity within the firm)  33 % Identification with Cross-Mentoring Program  60 % Time

Satisfaction Survey of the Mentees – Statistics of the Cross-Mentoring Program 2007 in Luxembourg Question to the Mentees: How did the way to fullfill your work change? (more that one answer possible)  40 % I handle conflicts more efficiently.  47 % I am more relaxed.  66 % I operate in a more strategic way.  66 % I have improved in using my leadership capacities.  40 % I have a better Work-Life-Balance

Satisfaction Survey of the Mentors -Program 2007 in Luxembourg Question to the Mentors: What did change for you during the Cross-Mentoring Program? (more than one answer possible) 77 % I take care much more about my high potential female colleagues. 85 % I have improved in using my leadership capacities

International Cross-Mentoring Program  Rita Knott – Founder and Managing Partner of the International Cross-Mentoring Program Luxemburg, based in Luxembourg  Former Executive Board member and Human Resource Director of the Israeli Bank Hapoalim, Luxemburg  Board member of European Mentoring and Coaching Council, Luxembourg  Contact:  Websites: