...success in rolling out a mentoring program, while others achieve only a modicum of success? We believe that the companies that are most successful view corporate mentoring as an organic process, meaning that they understand that mentoring programs evolve and grow. Our experience demonstrates that the difference between mentoring success and failure lies in the ability to build capacity and integrate learning continuously. In order to create a successful mentoring program, you should answer 20 questions. We've included dos and don'ts for each, based on research and our experience in developing a mentoring program at Brown-Forman Corporation. 1. What are our business reasons for developing a mentoring program? You should develop a mentoring program if and when you have solid business reasons, such as to speed up the development of future leaders or to share organizational knowledge. Do your 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...
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...Mentoring Program and its impact on employee job performance Table of Contents 1. Introduction…………………………………………………………………………. ...3 1.1 Preamble……………………………………………………………………………3 1.1.1 Historical development …………………………………………………….. . 4 1.1.2 Benefits of mentoring program ……………………………………………….4 1.2 Research problem…………………………………………………………… ….. ..5 1.3Research questions……………………………………………………………….....5 1.4 Objectives of the study………………………………………………………….....6 1.5 Scope……………………………………………………………………………....6 1.6 Limitations………………………………………………………………….. …....6 1.7 Assumptions ………………………………………………………………...........7 1.8 Keywords…………………………………………………………………………7 2. Methodology………………………………………………………………………….8 2.1 Research design…………………………………………………………………...8 2.2 Steps to conduct research ………………………………………………………...9 2.3 population …………………………………………………………………… …..8 2.3.1 Frame of reference………………………………. ……………………………8 2.4 Sample and sampling methods……………………………………………………9 2.5 Instrument selection ………………………………………………………. …….9 2.6 Variables ………………………………………………………………….......... 9 2.7 Hypotheses ……………………………………………………………………….9 2.8 Statistical tools ………………………………………………………………………...10 2.9 Required resources……………………………………………………………….10 References …………………………………………………………………………...11 - 1. Introduction 1.1 Preamble A mentor is an individual, who is more experienced and helps another individual in career advancement, development and general guidance about personal life. The Merriam-Webster Online...
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...relationships in my work place is Mentoring. I chose mentoring because it is a way for workers to work with one another as well as learn from one another. What better way to build a relationship with someone while learning from them. I would assign new employees with those who have been in the field for some time and can offer advice, suggestions, and insight on a job that can be extremely stressful and time consuming. The beauty of mentoring programs is that there is not only advantages for the employee, the employer benefits as well. “The employer of a mentored employee gains from greater productivity in the workplace. As employees turn to their mentors for advice, they make fewer mistakes on the job, cutting losses to the employer” (Tingum, 2014). There is also a sense of loyalty and bonding because employees do not come into a new job with no direction. They have someone to guide them and also help them feel included. The first articles I have located that focus on my strategy of mentoring is, Mentoring work values: Implications for counselors by Carolyn, Kern. This article discusses the mentoring values of man to younger generations. Details on career and developmental theories; Definition of mentoring; Implication of mentoring to work values. It was a great source for getting a better understanding on how to implement mentoring into the work place, the benefits of mentoring for everyone in the work place and discusses in depth how mentoring can be beneficial to older employees...
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...MENTORING PROGRAMS INDEX 1. Intrduction…….....………………………………………………………………………3 2. What is mentoring? …………………………………………………………………..…4 3. Benefits of mentoring…………………………………………………………………... 7 4. Mentoring Diversity…………………………………………………………………... 10 5. Conclusion……………………………………………………………………………... 13 6. Bibliograhy………………………………………………...……………………………14 APPENDIX A…………………………………………………………………………….……15 1. INTRODUCTION The success of mentoring and the potential use In companies nowadays is due to the developmental partnership through which one person shares knowledge, skills, information and perspective to foster the personal and professional growth of someone else. This project is about mentoring programs and its application. We have started analysing the article assigned in class about career mentoring for women. The article talks about the low number of women who hold senior management positions in U.S companies and opinion of the mentoring programs as a way to increase the number of women in management positions. Then, we decided to study first what is the meaning of mentoring and what it implies. Second we have considered (regarding to the article) the mentoring in minorities and the positive effects that it could have. Finally, we have observed all the benefits that mentoring have in companies, mentors and mentees. 2. WHAT IS MENTORING? Mentoring can be defined as a professional relationship in which the mentor (an experienced person) assists the mentee in developing...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm Mentoring for gender equality and organisational change Jennifer de Vries and Claire Webb Organisational and Staff Development Services, University of Western Australia, Crawley, Australia, and Mentoring for gender equality 573 Joan Eveline Business School, University of Western Australia, Crawley, Australia Abstract Purpose – There is considerable literature about the impact of mentoring on the mentees but little is known about the effect of the mentoring relationship on the mentor. This paper aims to address that gap. Design/methodology/approach – Interviews with 15 mentors and survey responses from 128 mentees are used to examine a formal mentoring programme. Most emphasis is on the perspective of the mentors, raising questions about how they view outcomes for themselves and their mentees, as well as the effects of mentoring on the workplace culture over time. Questions about the mentoring relationship, including gender differences, are analysed against the background of a decade-long organisational change strategy. Findings – Mentors report significant benefits for themselves and the mentee as well as the organisation itself as a result of their participation. The findings suggest that a long-term mentoring programme for women has the potential to be an effective organisational change intervention. In particular, men involved in that programme increased...
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...Non-directive mentoring, also known as minimalistic mentoring, is a way of mentoring in which the tutors distance themselves from the role of editor. The goal of non-directive mentoring is learning and improving the writing skills of the writer, not delivering the perfect paper. (Brooks) As simple as this may sound, it is a very counterintuitive approach to mentoring – within writing centers, it happens more than once that mentors do not succeed in being non-directive with...
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...[pic] Level 3 Coaching and Mentoring Candidate Workbook: Part 1 |[pic] |Unit 3011: Principles, skills and impact of coaching and mentoring | | | | | |Unit 3013: Coaching and mentoring relationships | | | | | |Unit 3014: Coaching and mentoring operational processes | |Name |Sharon Singh | |Department/ Location |Retail - MIT | Table of Contents/ Mapping Matrices Unit 3011 is about the core principles, skills and impact of coaching and mentoring on individuals and teams. |Learning Outcome |Assessment Criteria |Page(s) | |1. Be able to understand the core|1.1 Define coaching and its purpose |5 | |principles of coaching and...
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...A Training and Mentoring Program Training Program Believe that a training program should cover each aspect of what the job requires. What is the mission statement and vision for the future of the organization, allowing the employee to see how the organization will enhance them and how they can be a valuable asset to the organization? Training is consists of planned programs delegated to improve performance at the individual, group and for organizational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge skills, attitudes and for social behavior. In order to build an effective and efficient training program the very first component is to do a need assessment which serves as a foundation for the entire training effort. A needs assessment is comprised of training and development phase and the evaluation phase. There are four levels of analysis for determining the needs that training can fulfill which are: Organization analysis, Demographic analysis, Operations analysis and Individual analysis. Taking a closer look at Organization analysis – focuses on identifying where within the organization training is needed. Demographic analysis - helpful in determining the special needs of a particular group, such as workers over 40, women, or managers at different levels. Those needs may be specified at the organizational level, the business-nit level, or at the individual level. Operational analysis – attempts to identify the...
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...The practice of mentoring exists in many oblivious forms society is unaware. Which leads to the following question of what is mentoring? The traditional stance of mentoring is the wise and old helping the young and lost in various aspects of life. Such as a high school academic counselor helping with students achieve better grades. College professor providing encouragement and support to an undergraduate of making next steps. Youth counselor mentoring at troubled youth. Throughout formal and informal mentoring, all reveal the bottom line of mentoring being worthwhile. However, coming across sources with subject of mentoring many focus on the benefits of mentee and not mentor. Answering the question if benefits do exist for mentors has been...
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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 Made Easy A practical guide NSW Government Publication ISBN 0 7310 9771 8 Written by Carlie Spencer Updated by Kathy Tribe Designed by Jana Sokolovskaja © Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 First published 1996 Second edition 1999 Third edition 2004 To order more copies, please contact: Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 Level 17, Bligh House, 4-6 Bligh Street Sydney NSW 2000 Phone 02 9228 4444 Fax 02 8243 9484 TTY 02 9228 3544 Email eeo@eeo.nsw.gov.au Home page www.eeo.nsw.gov.au CONTENTS Introduction .............................................................................................................................. 4 What is Mentoring? .................................................................................................................. 5 Why a Mentoring Program? ..................................................................................................... 6 The Benefits of Mentoring Programs ....................................................................................... 7 Steps to a Successful Mentoring Program............................................................................... 9 Choosing a Mentor................................................................................................................. 15 Roles and Attributes of the Mentee and Mentor.......................................
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...Mentoring and coaching within an organization has grown the development of employees. The need to retain and recruit employees has driven companies to reinvest in the human capital of their organizations. Today's business environment forces companies to revalute the value of career development paths for employees. The focus of employee development has creates a sense of community and loyalty between employee and employer. Relationship building within an organization is a top priority for business success. Generationally changes in the workforce have created multiple variations of employees in today's workforce. The largest generation of employees is the baby boomers. This generation has traditionally been very committed to companies and have high trust and loyalty. Generation millennials have a much different outlook at employment than baby boomers. These two are just a couple examples of generational employees that companies must adapt to retain. Mentoring has been around for quite some time but traditionally was reserved for upper 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...
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...coaching and mentoring is on the rise within the workplace. Several organizations have adopted the process of coaching and mentoring as development tools to develop those employees who are seeking future advancement. Also, they are setting the foundation for future leaders. The adaption of these developmental tools within an organization is providing employees with the necessary feedback and support to establish and plan their career. Coaching and mentoring provides an employee with the necessary leadership and management skills they would need to strive up the career ladder within an organization. These processes are both ‘helping’ activities, employed either as distinct interventions or together as part of a package of personal development? Coaching and mentoring are deemed a highly effective way to help employees through talking, sense of direction and guidance, self esteem, efficacy and accomplishment. The differences in the application stages of these processes are naturally reflected in the results. Coaching and Mentoring In my opinion, Coaching and Mentoring are excellent programs for organization to have in place, especially for personal whom are seeking future advancement and want to excel in their careers with the organizations. A recent CIPD (Chartered Institute of Development) surveys have reported that the use of coaching and mentoring as development tool are increasing within organizations. According to those who responded, 72% use formal mentoring schemes...
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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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...THE EVOLUTION OF MENTORING By: Patrick Delaney Mentor was first documented in Greek mythology. Mentor was with whom Odysseus trusted to run his household and see to his son’s education when Odysseus went off to fight the Trojans. Many things have changed in the three thousand years since. Mentoring has evolved from the traditional one-on-one relationship to eMentoring. This paper will look at the different types of mentoring relating to leadership and how it has changed over the years. Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development. Mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less. There are two broad types of mentoring relationships: formal and informal. Informal relationships develop on their own between partners. Formal mentoring, on the other hand, refers to a structured process supported by the organization and addressed to target populations. Traditionally, mentoring was a formal one-on-one face-to-face relationship between an older more experienced person and a young person with no experience. At one time, the term 'apprentice' was commonplace in various trades, most commonly in blue collar industries; however, apprenticeships...
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