Three generations are wrestling with low levels of love for their work.  The disengaged workforce cuts across generations. It comes through in mediocre business performance, apathetic customer service and hostile relationships. All generations want more money, underpinned by economic survival, debt levels, materialistic culture or an empty nest egg. Each looks at the other, thinking their financial boat is much stronger.

Is the lack of love and the desire for more money driving your workforce?

Yes I cannot deny the fact that the company is a multi billions rands organization and it cannot be run according to my feelings or any o

This confuses me because when you go to the company website and intranet to read more about what the company stands for, it’s policies and etc, you notice that this company is not run in a way which is designed to be run in, every aspect that I tend to touch here complaining about is addressed and the company believes to be run according and following all of it’s policies. I have cut and pasted what I saw there in terms of what the mentor is supposed to have or to take in to consideration as far as this organisation is corned;

Leadership competencies

PERSONAL CHARACTERISTICS

Achievement orientation
Integrity
Organisational commitment
Organisational thinking

PEOPLE MANAGEMENT

Coaching
Team leadership
Communication
Diversity

This is confusing when we see people like this Tracy character I have mentioned and you see these people moving up and progressing within the company, this tells us that the company condones this kind of behaviour but only to certain people and the question will be ‘what kind of people?’ As your can see that the word intergrity keeps popping out in each and every definition the company wants to use in explaining what it stands for.

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Mentors, Performance and Career (No 31, Underpaid Employee)

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It is so sad what we see here everyday at the company, young consultants have their spirits and confidence crushed by people who are supposedly to be their mentors. It has ended being not unusual to hear that a trainee will be moved to a new department just because there is some personality clash bet ween him and the mentor and this always delays the mentee’s progress because within the company policies you are to stay for at least one full year in your portfolio before you can move to another level or apply in other positions. I for one had to be moved from the department I was in mainly because I felt that I was not growing, I had no responsibility, all I did was to be some kind of personal assistant to the specialist guy, doing all of his dirty work which will never make me a better specialist. I realized that my work is not about cutting swatches for my specialist buyer, making Photostats, carrying samples to the vendor room to suppliers and sit and look pretty in the meetings.

This becomes very sad when it comes to the appraisal period where you get appraised on the KPI’s which you never had a say on during the time of negotiating the costs, the RSPs, the margin, controlling OTB and et c. Now your specialist consultant has missed budget , missed the GP, stock turn is bad and etc and now you will be appraised the same. Why can you not be appraised on what you did the whole time, pulling rails, taking samples to here and there, cutting paper and rubbish like that?

Let me make you an example; Tracy is a specialist in one department was taken to court a couple of years ago by a young trainee for mistreating her and etc.

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The Meaning of Mentorship (No 30, Underpaid Employee)

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Unless I have my wires crossed but the definition of a mentor is not what is portrayed here. A Mentor is not a supervisor, a “bass” but a guider. A Mentor is a trusted adviser, trusted counselor, the guardian and a teacher. Mentorship refers to a development relationship between a more experience mentor and a less experienced partner who will be called a mentee or protégé—a person protected by a more prominent person.

For example, in some programs, newcomers to the organization are paired with more experienced people in order to obtain information, good examples, and advice as they advance. It is considered that new employees who are paired with a mentor are twice more likely to remain in their job than those who do not g et mentorship.

Mentorship is not necessary for the new comers in the organization. In other cases, mentoring is used to groom up-and-coming employees deemed to have potential to move up into leadership roles. Here the employee (protégé) is paired with a senior level leader or leaders for a series of jobs in disparate areas of an organization, all for small periods of time, in anticipation of learning the organization’s structure, culture and m et hods.

There are two types of mentoring relationships: Formal and informal. Informal relationships develop on their own b et ween partners. Formal mentoring on the other hand refers to assigned relationships, often associated organizational mentoring programs designed to promote employee development.

A mentor does not have to be a manager or a supervisor to facilitate the process, but this gets very sensitive at this company, you are just assigned to work under a person and that is called your mentor band. You are to turn to that person for each and every little things work wise, failing to do so, maybe you turned to one of the colleagues for an advice you damage your relationship with your mentor. Here at this organisation your mentor has your career development in his hands, you will only progress when your mentor feels like it.

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Gender and Transformation (No 29, Underpaid Employee)

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