Case Study: Thomson Reuters

Drive Employee Engagement with Circles Group Mentoring

Thomson Reuters

Thomson Reuters

Thomson Reuters is a leading global provider of integrated information-based solutions to business and professional customers. Thomson provides value-added information with software tools and applications that help its customers make better decisions, faster. They serve more than 20 million information users in the fields of law, tax, accounting, higher education, reference information, corporate e-learning and assessment, financial services, scientific research and healthcare. Thomson Legal & Regulatory, the global market group who partnered with Menttium, is a leading provider of integrated information solutions to legal, tax, accounting, intellectual property, compliance, business and government professionals around the world. With 17,300 employees, Thomson Legal & Regulatory has business operations in 22 countries with its headquarters located in Eagan, Minnesota.

Business Case

The Thomson Reuters technology function is a broad organization with multiple departments supporting the information technology needs of both internal and external customers. To support employee engagement and enhance cross-functional collaboration and awareness, the Organization Effectiveness team identified mentoring as a strategy to support their overall talent development goals. Working in partnership with Menttium, the Thomson Reuters team developed a detailed implementation plan. As part of the planning process, Thomson Reuters identified the following objectives for mentoring:

 

  • Increase overall engagement, ownership, and excitement about work
  • Model and encourage behaviors consistent with the Technology Key Success Factors (defined competencies), Line of Sight program, and Leadership Development priorities
  • Break down organizational silos
  • Develop and retain key talent

Mentoring Strategy

To achieve their objectives, Thomson Reuters chose Menttium’s Circles™. The Circles groups meet on a monthly basis with mentees identifying specific learning topics for each month and sharing meeting facilitation responsibilities. As a development tool, the group mentoring model offers learning on multiple levels. As part of the monthly meeting process and group discussion, mentees learn from each other, from their mentors, and about the learning topic they have selected. They also have the opportunity to learn about group process and team development as the group works together over the twelve month program. Mentees benefit from the peer mentoring experience as well as from the knowledge and guidance of their mentors.

Impact

Participant Survey Data indicated the following program results:

Indicated the Program was Valuable0%
The Program Met or
Exceeded their Expectations
0%
Would Recommend Menttium Circles
Group Mentoring to their Colleagues
0%

Mentees also identified specific learning and development outcomes they achieved through participation in this program. Example outcomes include:

 

  • Enhanced skills in leadership, negotiation, meeting facilitation, communication, interviewing, cross-functional collaboration, conflict management, listening, mentoring
  • Broadened knowledge of the business, received a “bigger picture” perspective and insight into the challenges that other departments face
  • Enhanced personal effectiveness including confidence, assertiveness, dealing with different styles, communicating with executives, taking risks, professional presence
  • Enhanced team development skills, understanding group dynamics and the importance of team leadership