...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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...HRM/531 Human Capital Management October 18, 2010 Cassandra Molavrh A Training and Mentoring Program Training and mentoring Training consists of planned programs intended to develop performance at the individual, group, or organizational levels (Cascio, 2005). Our training and mentoring program designed to help support all employees’ career paths. It will address the company needs, and assist the employees in identifying their goals. In addition to the above, it provides individual training that will assist employees to improve his or her skills. Initially, employees will be asked to jot down a specific goal. After goals identified, a schedule developed to provide on- the- job training both onsite and offsite in relation to their goals. Milestones can establish and deadlines will be set when each training objective must complete. Employees, who have finished training will not be left without any support. The mentoring program will give new employees a mentor to help them adapt to their new position, and this will continue throughout their entire caret with the company, but they can expect to become more independent as they continue to learn and grow in their positions. Organizations generally benefit from mentor-protégé relationships (Kram, 1980). Mentorship aids in the expansion of managerial ability for the business. Not only do these associations help young professionals become skilled at procedural knowledge, but they also aid them in learning the organizational...
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...affiliated with LOUISIANA WILDLIFE FEDERATION “. . . conserving our natural resources and your right to enjoy them.” 8 June 2010 Lorraine and Marie LeBlanc 7717 Hampson Street New Orleans, LA 70118 Dear Ms. Lorraine and Ms. Marie: Thank you for your contribution of $150 in support of the Louisiana Wildlife Federation. LWF is engaged with other organizations in responding to the onslaught of oil spreading throughout the Louisiana coast. In the near term options are limited and only partially effective for keeping the oil away from sensitive wetlands and the wildlife that inhabits the coastal barriers and marshes, and for saving animals that become oiled. Once the oil from the well blowout is stopped, restoration and recovery can begin with greater expectation of success. It will be a long process. Your contribution will support LWF’s efforts toward response, restoration and recovery. The Louisiana Wildlife Federation is a tax-exempt charitable organization under Section 501(c)(3) of the Internal Revenue Code and therefore any contributions received are deductible from income for tax purposes as proscribed by law. LWF’s tax ID # is 72-0445638. You have received no products or services of monetary value in consideration of your contribution. You may wish to file this acknowledgement with your financial records. Please let me know if you have any questions that I may be able to address concerning LWF and this unprecedented disaster that is unfolding along our coast. Sincerely...
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...Career Development Plan Part II - Development of Training and Mentoring Program HRM 531 October 6, 2010 Career Development Plan Part II - Development of Training and Mentoring Program InterClean has completed the staff selection process and the new sales team has been announced. The next step in moving toward the projected goals as outlined by the strategic plan is training of the selected employees. The concept associated with training is training will improve performance. This improvement will be evident in the actions of the selected employees. Trained employees will display learned changes in knowledge, skills, attitudes, and social behavior (Cascio, 2005). InterClean has accessed the training needs of the outside sales representatives and has outlined a comprehensive training and development plan that each employee in the sales department will be required to complete. Training and Mentoring Needs In order for this to be a successful proper training and mentoring must be given to the new sales team. When adjusting to a new company, employees must be willing to behave in a new way. Training will provide necessary but innovative ideas for employees. Training consists of planned programs designed to improve performance of the individual, group, and organizational levels (Cascio, 2005). A new training plan is essential after the transition to allow the employees to operate as a team. Training will allow the formation of new relationships among employees, and these...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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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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...1 Career Development Plan Part I—Training and Mentoring Program Training and Mentoring Program Christina Hill University of Phoenix HRM/531 Human Capital Management Dr. Decosmo Monday, August 2, 2010 Career Development Plan Part I— Training and Mentoring Program InterClean, Inc. is an International sanitation and cleaning company which is planning on increasing growth and market share at a fast pace. InterClean, Inc expects to a 40% increase in its sales profitability over the next year. In order to accommodate this aggressive sales goal, the company has decided to implement a new solutions-based selling approach which requires organizational restructuring and staffing initiatives practically with the Marketing and Sales areas. To accomplish the organizational initiatives, management has decided that a formal training and mentoring program needs to be implemented at InterClean, Inc that will support the acquisition and address the training needs of its growing employee base. The Human Resources department has been tasked with creating the new enhanced training system based and mentoring program. This paper will discuss the development of the training and mentoring program at InterClean, Inc. It will discuss new training and mentoring needs, training and mentoring program objectives, performance standards, delivery methods, training and mentoring content, time frame, evaluation methods, feedback, and alternative learning options. ...
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...Master of Adult education Mentoring the workplace Submitted to: Kate Collier Submitted by: Jaininderjit Kaur Student number: 10524597 PROPOSAL INTRODUCTION:- "Mentoring is an alliance that creates a space for dialogue that results in reflection, action and learning." Mentoring – developing insight to turn hindsight into foresight!” This essay aims to provide an overview of the submission report proposing the introduction of formal mentoring for my current workplace. In the first part of paper I gave overview about my organization. Then I add definitions of mentoring and formal mentoring and then I presented the literature review of formal mentoring. In the second part of this paper I explained the importance of mentoring and formal mentoring and I also shed the lights on models of mentoring. In last part of the essay I prepared the proposal for a pilot of mentoring scheme. ABOUT ORGANIZATION: - at present I am working in the Wahroonga Nursing Home, Wahroonga, it comes under the Thompson Health Care Organization. This facility is for forty two residents. My designation is there as an Assistant in Nursing and I am working there from last three years as a permanent part time employee. The total numbers of employees are sixty four. Out of them thirteen were registered nurses and twenty eight were registered nurses and rest of the staff belongs to other departments such as kitchen, laundry...
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...Career Development Plan Part II-Development of a Training and Mentoring Program The purpose of an effective training and mentoring program is to provide the participants with knowledge and skills designed for learning and growth opportunities. Tradition training covers the basic work related skills needed to perform a task. However, new training and mentoring programs needed to drive change throughout the workplace will involve the need to enable learning and person development of people as individuals. Organizations that provide opportunities for learning and growth have a distinct advantage when competing for talented employees. The organization is responsible for providing a workplace that will support and encourage change and the individual is responsible for receiving benefits from the learning opportunities provided. Objectives for a personal development training and mentoring program are to enable learning, facilitate personal development, and helping people to identify and achieve their personal potential as well as to provide training for the skills necessary to enhance maximum performance while increasing the efficiency and effectiveness of the organization. This may involve the acquisition of new information, skills, attitudes, or patterns of social behavior through training and development. In a personal training and mentoring program, the emphasis is on providing personal performance skills and guiding the employee to move continuously in the right direction...
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...Introduction The idea of mentoring is rooted deeply in Greek mythology (Homer, 1980). The term “mentor” originally comes from Homer's epic poem The Odyssey. As a good friend, Mentor was asked by Odysseus to watch over his palace and his son when he left to fight in the Trojan War. In this position of responsibility, Mentor coached and counseled Telemachus, Odysseus' son, guiding him in his development from infancy to early-adulthood. A significant number of organizations, such as commercial ones, are adopting mentoring programs as a vital part of their professional development plans. Mentoring is an effective tool to foster professional development to both the mentor and mentee. The practice of mentoring beginning teachers emerged in the 1980s as a professional development strategy for achieving a variety of goals. Teacher mentoring programs are now perceived as an effective staff development approach for beginning teachers. Cooper and Miller (1998) state that the benefits of mentoring include :faster, more effective integration of new teachers, retention of quality professionals, increased transfer of skills from one generation to another; gains in productivity and performance; increased learning from professional development activities; enhanced communication, commitment, and motivation; and a stabilizing factor in times of change. Zimbabwe introduced the attachment model for the first time in 1995. Shumbayawonda (2001) says “In 1995 Zimbabwe introduced the attachment model...
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...Career Development Plan Part II- Development of a Training and Mentoring Progr HRM/531 March 14, 2011 Julie Gedro Career Development Plan Part II- Development of a Training and Mentoring Program With the recent merger of InterClean and EnviroTech, IntrClean has taken a giant step in achieving domestic market dominance in the sanitation industry. With the newly selected sales team in place, it is imperative that InterClean provide its team with the proper training and mentoring program in order to achieve our goal of being the industry’s leader in high quality products and services. The heart of an organization is its employees and its members (Wetland, p.01). With this concept InterClean is committed to providing an effective training and mentoring program. This report will outline training and mentoring needs, objectives of the training and mentoring program, performance standards, delivery methods, content for training and mentoring, time-frame, evaluation methods, feedback, and alternative avenues for those sales associates who need further development. Steady, long-term competitiveness requires an organization to be committed to putting employee’s first and developing quality training programs that are linked to its strategic objectives (Wetland, p.01). Quality employees equate to organizational success, whereas unqualified and poorly trained employees equate to organizational failure (Wetland, p. 01). Cascio defines training as consisting of planned programs designed...
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...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 and other positive youth development programs...
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...Workplace Training Human Capital Management HRM/531 May 10, 2010 InterClean, Inc. and EnviroTech has successfully merged as one organization. Last week job analyses were complete, new staff members were hired, and the organization is ready to focus on developing a training and mentoring program. The organization will look at training and mentoring needs, objectives to the program, performance standards, delivery methods, content, evaluation methods, feedback, and avenues for individuals who need further development. InterClean will lead the industry in cleaning products and services. As the organization moves in the new strategic direction staff members need to understand the importance of the organization’s mission, vision and goals. InterClean will invest in extensive employee training to boost productivity and have a better trained and skilled workforce to meet challenges and organizational goals. Training by definition includes the systemic advancement of knowledge, skills and abilities to adequately perform a task or job. Knowledge received by an individual needs to be consistent and applicable to daily work situations. InterClean will train new staff on products and services, and many other important work related responsibilities. New staff members need to posses an in-depth understanding of all products and services including local, state, and federal regulations pertaining to chemical products. Thorough organizational analysis, many areas for training and mentoring...
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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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...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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