Recruiting and grooming fresh MBAs to become Commercial Loan Officers was a costly program for Scotiabank. The bank needed to teach both the technical skills of the position and the “soft skills” of relationship-based selling. All too often the new hires left the bank before their training was complete.

CMSI Mentoring Solutions implemented a program building Mentoring Action Plans© around the 100+ competencies required and identified best-fit mentors who could help proteges put these competencies into practice and learn the customer-service skills necessary to succeed.

Turnover of new hires was halved, while the time to develop the competencies was cut from 12 to 9 months so the intellectual capital could be put into action sooner and to a higher degree of success than had been the case in the past.

Exxon’s Sales Division was not meeting its goal to recruit and retain women and minorities. Promising hires with the necessary technical and analytical skills often lacked the people skills, and the focus on new recruits meant second-year trainees were under-supervised. As a result, most of these targeted hires left the company within four to five years.

NCR needed to change decades of practice in its sales force to move from selling equipment to selling “solutions”.

CMSI matched veteran salespeople -- who had made the shift to solution selling -- with peers who had not. CMSI trained participants using its Mentoring Process to help each mentor identify and address his / her protégé’s specific skill gaps. To ensure the Program could be sustained, CMSI Mentoring Solutions developed internal trainers at NCR to guide future mentor-protégé training.

Protégés developed solution selling skills, leading to greatly increased sales and creating a self-sustaining “solutions culture” at NCR. Shortly thereafter, the Program was adapted to the training of new sales personnel.

Sara Lee’s Hosiery Division had a large percentage of female employees. Very few worked at the higher executive levels.

CMSI Mentoring Solutions used its unique Mentoring Compatibility Indicator® to make suitable matches between prospective mentors and protégés. As a second step in CMSI’s Mentoring Process©, program participants were shown how to develop Mentoring Action Plans© to develop productive partnerships.

At the program’s end, fully 85% of protégés achieved their stated career development and personal goals, and 100% asked that the Mentoring Program be continued.

CSX Transportation needed to improve customer service and internal recruitment, but was hindered by divisions between management and labor, departmental silos, and strict roles within departments.

CMSI Mentoring Solutions introduced a Mentoring Program that cut across positions, locations and departments. Using CMSI mentoring tools and Process, protégés were carefully matched with mentors, and individual training goals were developed following 2.5 days of training.

Better internal communication resulted in better customer service. Long-standing silos were broken down. Many salaried employees became qualified for management positions. This success led CSX Transportation since 1992 to continue the program – making it one of North America’s longest-running corporate mentoring programs.

Corporate Mentoring Solutions, Inc., offers an unparalleled combination of breadth and depth in helping commercial and government enterprises tap into an underutilized asset – their existing staff – to meet human resources challenges.

CMSI Mentoring Solutions founder Dr. William Gray pioneered the concept of formal mentoring programs decades ago, and has worked with hundreds of corporations, government agencies, educational institutions and non-profits around the world.

From this experience, CMSI Mentoring Solutions has developed proprietary consulting services and Colaboro®, a mentoring management system, allowing it to offer a unique range of solutions to its customers.