...management. Companies realized the benefits of mentoring could be transferred to all employees as a part of development and growth plans. We will look at mentoring to compare the idea that mentoring is an effective and low cost way to develop employees and build that trust and loyalty needed for employees and organizations. We will look at two different articles from authors who have conducted research on the positive effects of employee development through mentoring relationships of the employee/employer. Defining mentoring is a critical step in the process of implementing and continuing a vital program. Greenhaus defines mentoring as a relationship between junior and senior colleagues. Organizations today have adopted many forms of mentorship and coaching strategies to move their businesses forward in the global environment....
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...(pyschologyabout.com) Leadership. A relationship between leaders and followers, both individually and in group, in mutual pursuit of organizational outcomes and in the fulfillment of individual needs and wants (Mavrinac, 2005) Value. The regard that something is held to deserve; the importance, worth, or usefulness of something (google.com). Methods and Procedures The primary research was conducted by administrating an electronic survey to ten working people. The survey ranged from questions on their thought of mentorship in the work place to whether they had actually implemented it and if was proven successful. Secondary research was gathered electronically. Findings Since its early history, mentorship in the workplace has proven to be successful in almost all instances when implemented correctly. Through mentorship, protégées are able to learn the both the values of the company and the skills of their job from experienced and knowledgeable employees. Mentorship is an efficient way to continue the success of the company without overusing company resources. Learning the most powerful ally Mavrinac states that “At its most basic, learning is change− a powerful notion in and of itself” (2005, p. 392). Learning provides continuous prosperity to a company, and company’s...
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...THE MENTORSHIP PROGRAM AT TVH ACKNOWLEDGEMENT In performing our assignment, it's a successful one we had to take the help and guideline of you. First of all we are grateful to Allah who gives us sound mind & sound health to accomplish our assignment. The completion of the assignment gives us much Pleasure. We would like to thank our gratitude Farhana Habib Zinnia, Southeast University, Bangladesh for giving us a good guideline for assignment. We would like to thank School of Business Studies , Southeast University for updated education system in Bangladesh . Lastly we would like to deliver our whole hearted thanks to all the BBA,. Actually it was not possible for us to complete a severe task without such help. So we pray the long life and good health for all the persons who have helped and co-operated us in our assignment. 12 January 2014 SUMMARY Our study attempts to evaluate a company TVH which started a training program that is Mentorship program but face some problem because they didn’t provide the training in a systematic way. Sometimes company face many problem for the new employee’s activities because they are not well experienced before working into a company. Then Mentorship program plays an important role to develop the employees’ knowledge if they provide proper training program. That’s why the result shows that the young people can’t take the lesson easily for their lacking of their instrumental knowledge of the company. And we are trying to solve these problems...
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...if you will, it allows employees to set career goals. This allows companies to ensure employees are fully capable of performing their assigned duties. The following chapter, Chapter 9, discussed methods of employee development. This chapter covered current trends associated with formal education, effective development strategies, as well as how to design a development program. This review will focus specifically on mentoring, coaching and the benefits associated with each method of training. Mentoring and coaching both want to achieve the same goal, a productive, highly motivated employee for their organization. A mentor is an experienced, productive senior employee who helps a less experienced employee (protégé) (Noe, 2010). A coach is a peer or manager that works with the employee to motivate them, develop their skills and provide feedback to the employee (Noe, 2010). Each of these programs foster an environment that shows that companies are concerned with employee growth and development and by partnering a new employee with a veteran employee companies can get new hires up and running much quicker able to make immediate contributions to the company (McCauley, 2007). Mentoring can be an informal or formal experience but the major advantage of a formalized mentoring program is that it ensures access to mentors for all employees, regardless of gender or race (Noe, 2010). In having a successful formal mentorship program, it is also important to match the right...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrt yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjkl ...
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...Training and Development Week 6 Steve, There is a huge value to have a mentor program. Benefits of a Mentor Program provide opportunities for the employees to... * Explore the world of work through interaction with professionals. * Familiarize them with corporate protocol. * Identify long-term professional development needs. * Realize the value of networking. * Develop a meaningful professional relationship over a specified period of time. With developing a mentor program it gives one way of formalizing the relationship between individuals in a professional way. Mentor programs offer a structured setting in which to develop beneficial one-on-one relationships between employees and the professionals. Acting as a friend, a mentor, and a guide to the real world, mentors have the opportunity to encourage and advise students by sharing their own experiences and knowledge of the company (http://www.ehow.com). Susan, we can start recruitment beginning with a plan. We can make plans on presentations at local businesses, PSAs on the radio, and a booth at community events, but recruitment is just as likely to happen in a casual conversation at the grocery store. Successful recruitment is an outcome of overall program quality. Simply put, if yours is a well-run, professional program, recruitment will be a whole lot easier because those qualities will shine through in everything you do. Potential volunteers will feel positive about participating in what...
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...Mentoring and Coaching. Many FE institutions and Initial Teacher Training programmes now include mentoring and coaching support as part of their provision. The purpose of this review is to firstly establish a clear definition of the term mentor and coach, and ask why it might be important to establish a shared understanding of the terms. Secondly, to ascertain why mentoring and coaching has become so popular within further education. Thirdly, to identify how to best implement mentoring and coaching schemes into further educational settings, and finally to develop criteria to critically analyse the mentoring policy and procedures of one further education college and my own practice. Definition. Establishing a clear definition of the term mentor and coach from the literature reviewed is not a simple task; opinions differ depending on the context in which mentoring takes place and the individual perceptions of those involved. Adding to this confusion is the way the literature often uses the terminology of mentoring and coaching interchangeable with little or no agreement on their meaning. (Brockbank and Mcgill, 2006 p8) This may explain why there are so many different approaches to mentoring practice and why the concept of mentoring has altered over time. (Woodd, 1997, p4) One way the literature attempts to distinguish between the terminology of mentoring and coaching is by placing mentoring and coaching at opposite ends of a person/task focused continuum. With coaching...
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...Mentoring to success - February 2009 A well-implemented coaching programme is a crucial part of any HR strategy. It provides benefits for both the junior employee and their mentor. Further, it can help create a culture of teamwork and shared goals and responsibilities within an organisation In an ideal world, the employees a company hires would come pre-programmed with all the attributes necessary for them - and hence the organisation - to succeed. But in reality, employees require ongoing learning and development. Naturally, the people best equipped to provide such training are senior personnel within the company; those who have seen and done it all before. This is where mentoring comes in. "Mentoring is important because it provides intergenerational transmission of knowledge and know-how," explains Carol Muller, founding CEO and senior advisor of MentorNet, a California-based non-profit mentoring initiative. "It bridges experience gaps and adds value to professions and organisations, as well as to the individuals involved." While that may sound like Business 101, it hasn't necessarily caught on in the corporate world. Indeed, many local companies do not have formal, organised mentoring systems in place. HareshKhoobchandani, director of the Business and Marketing Organisation, Microsoft Singapore, is convinced of the importance of mentoring schemes. "I'd see it as an opportunity to establish such aprogramme, because I'm seeing the benefits every day at Microsoft...
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...Sage. Mallick M, McGovern B (2006) Issues in practice-based learning in nursing in the United Kingdom and the Republic of Ireland: Results from a multi professional scoping exercise. Nurse Education Today; 27: 1, 52-59. McArthur GS, Burns S (2007) An evaluation, at the 1-year stage, of a 3-year project to introduce practice education facilitators to NHS Tayside and Fife. Nurse Education in Practice; 8: 3, 149-155. McCarthy B, Murphy S (2008) Assessing undergraduate nursing students in clinical practice: do preceptors use assessment strategies? Nurse Education Today; 28: 3, 301-313. Myall M et al (2008) Mentorship in contemporary practice: the experiences of nursing students and practice mentors. Journal of Clinical Nursing; 17, 1,834-1,842. Neary M (2000) Supporting students’ learning and professional development through the process of continuous assessment and mentorship. Nurse...
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...3rd Edi ti on Elements of Effective Practice for Mentoring™ Newly revised edition, which includes evidenced-based operational standards Sponsored by Introduction As a strategy for helping young people succeed in school, work and life, mentoring works. It helps give young people the confidence, resources and support they need to achieve their potential. But, the fact is this: these positive outcomes are only possible when young people are engaged in high-quality mentoring relationships. The Elements of Effective Practice for Mentoring holds the key to success in producing high-quality relationships. The new edition of the Elements provides six evidence-based standards for practice that incorporate the latest research and best-available practice wisdom. It also reprises advice that appeared in earlier editions on program design and planning; program management; program operations; and program evaluation. We believe adherence to the Elements will ensure that mentoring relationships thrive and endure. They include measures that any mentoring program in any setting can implement, as well as measures that any agency can incorporate within the mentoring element of broad-based, positive youth development programming. This means that community-based, corporate-based, school-based, faith-based and Internet-based mentoring programs can use the Elements to meet the specific needs of the young people they serve and the milieu in which they operate. And, it means that afterschool...
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...Developmental Psychology 2011, Vol. 47, No. 2, 450 – 462 © 2010 American Psychological Association 0012-1649/10/$12.00 DOI: 10.1037/a0021379 The Impact of School-Based Mentoring on Youths With Different Relational Profiles Sarah E. O. Schwartz, Jean E. Rhodes, and Christian S. Chan University of Massachusetts Boston Carla Herrera Public/Private Ventures, Philadelphia, Pennsylvania Associations between youths’ relationship profiles and mentoring outcomes were explored in the context of a national, randomized study of 1,139 youths (54% female) in geographically diverse Big Brothers Big Sisters school-based mentoring programs. The sample included youths in Grades 4 –9 from diverse racial and ethnic backgrounds, the majority of whom were receiving free or reduced-price lunch. Latent profile analysis, a person-oriented approach, was used to identify 3 distinct relational profiles. Mentoring was found to have differential effects depending on youths’ preintervention approach to relationships. In particular, youths who, at baseline, had satisfactory, but not particularly strong, relationships benefited more from mentoring than did youths with profiles characterized by either strongly positive or negative relationships. Implications for research and practice are discussed. Keywords: youth mentoring, parent relationships, teacher relationships, latent profile analysis Youth mentoring programs such as Big Brothers Big Sisters (BBBS) pair youths with volunteers who are...
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...PRESENTED BY: MELISSA JOYCE BYRD INSTRUCTOR: Dr. Robert Becker DUE DATE: JULY 19, 2015 OUTLINE ARTICLE 1-“HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWELLING, WRITER FOR WWW.FORBES.COM ONLINE, DATED MARCH 20, 2012 SUMMARY/OVERIEW KEY POINTS TO SUCCESSFUL MENTORINGSHIP FACTURAL IMPACT ON MENTORING ARTICLE 2-“HOW TO DEVELOP AN EFFECTIVE MENTORING RELATIONSHIP”BY DR. CHARMON PARKER WILLIAMS, PHD., WRITER FOR WWW.DIVERSITYMBAMAGAZINE.COM, DATED DECEMBER 2009 SUMMARY/OVERIEW KEYPOINTS TO A SUCCESSFUL MENTORSHIP IN THE WORKPLACE FACTUAL IMPACT SUCCESFUL MENTORSHIP “HOW TO MAKE A BUSINESS MENTORING WORK” BY ARTHUR ZWILLING, DATED MARCH 20, 2012 WWW.FORBES.COM SUMMARY/OVERIEW In this article by Aurthur Zwilling, a writer for Forbes.com online newsletter, dated March 20, 2012, he discusses the difficulty that many entrepreneurs are having finding mentors or they are not satisfied with the effectiveness mentoring should have in their organization. Mentoring by all means is not this “one-sided” task but it is a conglomeration effect on both the mentor and the mentee. Most entrepreneurs view a mentor as someone older and more experience who takes the time to personally give guidance, advice and takes an emotional investment in your success. They don’t think about this process requiring an investment on their part, both in nurturing the relationship and really listening, without being defensive, to advice given. (ZWILING, 2012) KEYPOINTS TO A SUCCESSFUL MENTORINGSHIP ...
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...homework. Look at employee retention rates, the percentage of senior managers who will reach retirement in the next five to 10 years, current bench strength, and developmental objectives. Don’t develop a mentoring program because it’s popular or because you've read that it works for other companies. 2. What organizational support exists and what needs to be developed? Successful mentoring initiatives require visible support and involvement from the highest levels of the organization. Do develop a mentoring program when senior leadership at your company supports it and because mentoring supports your company’s values and goals. Don’t develop a mentoring program if you don’t have the support of the highest levels or if mentoring isn’t valued. 3. What are our criteria for success? Do set long-term goals that will help your company, such as making your...
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...forces. Some offer mentorships. It seems to be consistent across the board that diversity training programs must have goals that come from within the organization and for the right reasons, not because the company is solely concerned about protecting its corporate back. When diversity programs are rammed down employees’ throats, they are not effective. When the ivory tower of corporate management institutes a diversity training program and mandates that all attend, employees can become resentful. Mandatory diversity training can even cause biases to deepen. If a company believes that a one-day training workshop will eradicate a lifetime of prejudice and biased beliefs, it is wrong. The goal of diversity training is to create awareness of the differences among co-workers and teach that working together cooperatively produces a win-win outcome for the employee as well as the company. Corporate diversity also ensures that employees of various cultural backgrounds and gender be included not only in leadership positions, but are also provided a level playing field for opportunity within the company. Creating awareness must happen over time and by employing many different methods. Take the example of Mothers Against Drunk Driving. The program created awareness of the dangers of drunk driving, but accomplished this slowly and over many years time. It has come a long way in changing society’s attitude toward drinking and driving. Mentorships have proven to be...
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...established several goals for myself, both short-term and long-term. As with any goal I access where I’m at on a regular basis to ensure I’ve set realistic goals for myself and make the necessary course corrections to ensure they are met or set new goals based on my self-analysis. My first short-term goal is to achieve my Bachelor’s in Human Resource Management this year, more importantly by the end of April. I have two classes remaining to achieve this goal, so my plan is to finish the two classes I’m currently in (including this one) by the beginning of April. Another short-term goal is to achieve the highest enlisted rank in the Air Force this year, which is Chief Master Sergeant. To achieve this goal, I will begin studying for my promotion test as soon as I finish my last two classes at the beginning of April. It would be such an Honor to be recognized as one of the Top 1 percent in the Air Force. The third short-term goal I have it to prepare my subordinates for their upcoming assignments this summer. I need to ensure I’m being the mentor I need to be and providing the proper training and supervision that is expected and required of me to set them up for success in their next assignment. As for long-term goals, since I believe we should always be in the process of learning. As I prepare to retire from the Air Force in the next 6 years, I want to continue my education and finish a 3rd Bachelors and my Master’s in education. Another long-term goal is to become...
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