...Performance: 1. Foremost, my knowledge, skills, and abilities have matured in various areas of programs I am assigned to and assisted in, which has proven beneficial to the company and personnel I have mentored. I believe my motivation to work mostly unsupervised and the innovative ideas I have applied to GCSS-J and other programs has established a trustworthiness of my character to TEP for my own task or a current one already contracted by the company. 2. I want to continue in enhancing data accessing or mining applications for the GCSS-J program, as well as mentor others in applying the same application to their programs. Leadership: 1. Since the trust of the company’s leadership has seen fit to place me in areas of greater responsibility, I want to continue with working with peers and mentoring less experienced associates, so the company may optimize my experience. Teamwork is an essential element in TASC’s service to our government. 2. With my seasoned experience in testing protocols and the research requirements prior to fielding, my valuable knowledge would be appropriately used in leading a program or assigned more involvement in mentoring others in preparation for testing, requirements during the testing, and standards for compiling testing data. Development: 1. I would like to continue my development at TASC by submitting a bid for a government project. In so doing, I would research, coordinate, and conduct all phases required to meet the...
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...• Why do some organizations achieve great 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...
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...what to do or how to act, seek guidance from mentoring resources, or better, ask you mentor/mentee. The gesture of asking conveys respect for what the two of you are working to accomplish. A successful mentoring connection if the responsibility of the mentor and the mentee. Some basic premises of what makes the ideal mentee are: 1. Eagerness to learn 2. Ability and willingness to work as a team player 3. Patience 4. Have a positive attitude Mentee roles Mentoring creates a partnership between two individuals, the mentor and the mentee. In considering the roles of the mentor, he/she is not the only one who must wear many hats throughout the mentoring connection. A mentee must also perform several roles. A mentee is the "gauge" to measure how interactive a mentoring connection will be. This means that the mentee determines the capacity of the mentoring connection. The mentee decides upon the amount of help and guidance he/she needs. A mentee should take the initiative to ask for help or advice and to tackle more challenging assignments. The mentee is the student who needs to absorb the mentor’s knowledge and have the ambition to know what to do with this knowledge. As a student, the mentee needs to practice and demonstrate what has been learned. A mentee is also a "trainee" who should blend mentoring with other training approaches. What mentees do 1) Generally, allow your mentor to take the lead in the connection, at least initially. Listen and respect the opportunities...
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...an early careerist in understanding my goal of climbing a ladder in leadership, the reason I need mentoring and its importance, describing what my mentor does professionally, and his or her possessed traits and why is this important to me. I may say that a professional leadership is a combination of both theoretical and practical work-experience an individual achieves through education and hand-on practice in organizational daily activities to plan, execute, and implement. First and foremost, I will distinguish the two mutualistic terms: these are mentor and mentee. To say it one way or another, a mentor gives advice while a mentee receives advice. According to Ledlow and Coppola (2011), mentor is “a person of greater knowledge or wisdom who shares experience to help to develop the abilities of junior person;” mentee is “a person who seeks guidance or wisdom from a mentor” (Ledlow & Coppola, 2011). Currently I am a student who works at the entry-level job with hope to achieve a better learning that may pave a way for me to enter a professional market in healthcare. In this context, I consider myself as an earlier careerist after completing the program. Perhaps someday, I will get hired by a certain organization at junior position; despite the learning experience that I have acquired, I will surely expect to seek a mentor among seniors who have been in the organization for a longer time to direct me in the given job not only at a probationary period, but through the...
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...Here’s what it means to me. I heard someone say that a wise man learns from his mistakes but a wiser many learns from others mistakes. As a SNCO I believe that it is now my turn to focus on those that are coming behind me. Explain to that young Airman why it is important to work on their education and what their role in the big picture is. Sit that Jr. NCO down and ensure that air taking care of that airman and ensure they are doing great things and recognizing them for it with award packages and other incentives. That they themselves have to be the example because airman hear what they see. So in order for me to expect them to be the example I have to set the tone. In order for me to do that, I look towards my seasoned SNOC’s to mentor me so that I can ensure that I am giving my subordanents a superior product. It is now time for me to step of my game and look towards how I can effectively expand my mentoring from just my area of expertise to a wider...
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...tool that help individuals to progress in their career. Mentoring is recently becoming popular as its potential is being realized. Mentoring is referred to as a mutual relationship that exists between two people. (Mentor and Mentee). A mentor is a person who is mentoring while mentee is the individual being mentored. The two individuals are usually in the same field or are sharing similar experiences. The mentor guides mentee in finding the career direction as well as solving career issues along the process. They usually rely on experiences that are similar to gain empathy and understand issues with the mentee. The whole process provides an opportunity to the mentee to evaluate their career progress and options. A mentor helps to boost the confidence of mentee and to believe in themselves. The mentoring process has several benefits to the mentee. One, the process offers great clarity to the mentee regarding career choices as well as the goals that they want to achieve. Two, it enhances high career satisfaction hence increasing the likelihood of an individual succeeding. Additionally, the process allows the mentor to develop network connections as well as gain access to career role models (Mary & Jung , 2007)....
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...In order to effectively mentor there must be a set of goals put in place for the mentee. They should be appropriate, a bit out of reach, written down, and last but not least attainable. To get the best experience out of a mentoring relationship one must ensure that the common goal consists of well-defined objectives and expectations. When the relationship is based on the incorporation of the strengths and manifestation of knowledge, an optimal environment is created. Fundamentals to maintaining this relationship is to follow-up with the mentees’ outlook, measure their growth, give feedback, and provide encouragement. Respectively, every encounter needs to be significant and feel worthwhile to the mentee. If these meetings are brief they must...
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...Mentee: A mentee is someone who believes in personal growth, takes thoughtful risks, and looks for advice and feedback from a more experienced professional. Mentees actively seek advice and guidance from a mentor, and are proactive in the mentoring relationship to ensure success in the partnership. |Mentee Data | |Date: December 4, 2012 | | |Name: LaWanda Pompey |Preferred Name: LaWanda Pompey | |Job Title: Human Resources Specialist |Corporate Title: | |Length of Industry Experience: 9 |Email Address: lawandap27@gmail.com | | |Phone/Mobile Number: 803.917.6840 | | | | | | | | ...
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...1.) Industrial organizational psychology a. Determine the most efficient methods for performing any work-related task b. People work better when singled out for doing something good c. Empashises attitude moral and values of people that work there, humane treatment of workers 2.) Job analysis d. Essential and nonessential job functions 3.) Personnel Selection e. Interviewer illusion i. Tendency of the interviewers to know the truth through the interview 4.) Mentoring f. Natural mentoring relationships are the best g. Accurate statement about mentoring, natural mentoring aren’t prejudice, don’t set up negatives h. And incompetent mentor is worse than having no mentor 5.) Performance appraisal i. Evaluating a person’s success at their job j. Sources of bias ii. Halo Effect iii. Distributional error 1. Leniency errors 2. Severity errors 3. Central tendency errors 6.) Management Approaches k. W. Edwards Denny iv. The “Japanese” management style l. MANAGEMENT STYLES CHART 7.) WAIGAWA m. When a company faces a problem all rank related concerns are set aside, anyone from any level can give input 8.) Jobs, Careers, and Callings n. Job-no training, personal control, freedom o. Career- work as opportunity for advancement p. Calling- Work has value beyond economics 9.)...
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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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...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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...occur. Zachary (2000) suggested that the mentoring process occurs in four stages: preparing, negotiating, enabling, and coming to closure. These are predictable in most mentoring relationships. Critical to the development and success of the relationship is the preparing stage, where the groundwork is laid for the roles of the relationship. The negotiating phase allows the mentor and protégé to discuss what the purpose of the learning relationship will be. This stage sets the tone for a successful relationship. Growth of the mentee through support and challenge occurs during the enabling stage. The mentor actively supports learning, monitors, and evaluates progress toward learning goals. Finally, the last stage is closure, an inevitable step, but nonetheless the most difficult. This difficulty arises from the close personal ties that may develop as well as the anxiety of an abrupt ending to a relationship. Once the new professional (mentee) achieves specific competencies, the relationship may end. This ending may also take place if the relationship is counterproductive. Kram (1983) reported that a mentor relationship moves through four phases: (a) initiation, (b) cultivation, (c) separation, and (d) redefinition. These parallel Zachary's (2000) stages in description. 25 According to Moitoza (2004) the true mentoring relationship can be broken down...
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...Running head: GAINING POWER AND INFLUENCE Gaining Power and Influence at the Credit Union Jessica L. Styer Trident University International MGT 302 Module 2 SLP Gaining Power and Influence at the Credit Union “Everyone has power. Everyone. And, I don’t believe that power is a bad thing. The issue becomes what kind of power a person has and how someone uses that power.” (Lauby, 2010) Referent Power and Expert Power are the two main types of power that I use to gain power and influence in my position as a service and sales trainer at the credit union. Referent Power Referent power “is sometimes thought of as charisma, charm, admiration, or appeal. Referent power comes from one person liking and respecting another, and strongly identifying with that person in some way.” (Mindtools.com) I have been told by other co-workers that I have charisma and appeal. I have a very positive outlook at work and in my training sessions. I train on the two things that most people struggle with; consist exceptional member service and sales. This is why I use referent power to influence my trainees. Trainees come to me when things are not going well and they are very negative. If I followed the same mindset as my trainees, then we would not get any improvement. I need to show them that they can be successful and sales and member service is positive. Expert Power Expert power is “when you have knowledge and skills that enable you to understand a situation, suggest solutions,...
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...Mentoring Mentoring is something that is used every day in life. People are often mentors and do not even realize it. There are two different types of mentoring that can take place. The first is informal mentoring, an example of which would be directing someone to a classroom or helping someone understand an assignment. The second is formal mentoring which takes place in a workplace or school. The organization assigns someone to mentor a colleague, and make sure that they fully understand the tasks given, and are a resource in a situation that the mentee cannot resolve themselves. Both methods are very effective in everyday life and are used by many people. Organizations can bring greater predictability to the workplace by establishing formal mentoring systems. Mentoring is a method people use to help other in making sure that things are done efficiently and effectively and that people have the support they need when they are stuck in a situation they may not be used to dealing with and may not know how to fix. In order to better understand how mentoring can be applied in a real world situation, we interviewed three people in the St. Lawrence Business faculty who are directly involved in mentoring. First we mentored Melinda Vanzanten, who was a mentee, Ann Vadala, who was her mentor, and finally John Conrad, who organizes mentoring in the faculty. Our first interviewee was Melinda Vanzanten, who gave us some personal accounts of how mentoring has affected her professionally...
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... | 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 | | | |mentoring and the role of the | | | |coach and mentor | | | |...
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