...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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...Running head: MENTORING Mentoring in Organizations Eula M. Todd Troy University MGt6671-XTIB Dr. Rod Blackwell September 26, 2011 Abstract The purpose of this paper is to provide readers with a greater understanding of the mentoring process and the different types of mentoring available to organizations. This project also seeks to enlighten readers on the advantages of mentoring relationships for organizations, mentors, and mentees alike. Mentoring in Organizations Mentoring and coaching are words that may be used interchangeably in regards to employee development. Mentoring is a process that typically involves a one-on-one relationship between two members of an organization’s workforce. Mentoring programs are believed to be extremely beneficial for organizations. In fact, “much of the excitement over mentoring in business and industry originated from a 1979 article in the Harvard Business Review, which claimed that professionals who had mentors reported higher levels of satisfaction, earned more money at a younger age and were better educated (Gibson, 2004, p. 263).” Research conducted from about 1989 to 2004 indicated that improved job approval and greater salary levels, better rates of advancement, improved levels of organizational obligation and socialization, and reduced feelings of alienation in the workplace are indeed benefits associated with mentoring programs. (Gibson, 2004) Just as the benefits of mentoring programs are numerous, so also are...
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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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...have arranged to have a conference call. Aim of the call will be for us to discuss his career aspirations, and how we can best structure his CV to help him get interviews with the employers he is aiming for. I am really enjoying supporting him, and would be happy to support other young professionals through the SPE eMentoring program - it really is a great idea. T.C., Managing Director, Germany My mentor program is going very well. We have been in contact at least 2 times a week. We are getting to know each other well and he has asked some very good questions. My mentee is in his first years of Petroleum Engineering at Indian School of Mines. It is great to be able to coach and guide him. S.J., Senior Superintendent, USA The mentoring relationship I have with my mentee has been very successful thus far. My mentee contacted me via email within a week or two from the whole process commencing and we are in contact on a weekly basis. My mentee is very enthusiastic about the oil & gas industry and has asked a lot of questions about my chosen career, the Australian O&G industry and even Australia as a whole. I am very happy with the way things are progressing and I hope to give my mentee the help & motivation that they require to continue their studies and find work. M. S., Petroleum Engineer, Australia We have shared our interests and my mentee has been very active asking questions! Our communication has been very fluent, with good discussion topics and...
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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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...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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...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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...Week Eight Assignment Tracey Petersen MAOL 545 June 2015 Mentoring is the “in” thing (Colley, 2000). It has become highly popular in professional settings in the last decade. According to The Center for Creative Leadership, “77 % of U.S. companies have implemented formal mentoring programs (Karasik, 2010). In the current global professional climate, it seems that our employees and team members are our greatest assets (www.mentoringtalent.com). Mentoring programs can enable team members to reach their fullest potential. Traditionally, the concept of mentoring has been informal; formalizing it in an organizational setting has its challenges, but also rewards. There have been many attempts at defining the concept of mentoring, but for Nathalie Gehrke, author of “Towards a Definition of Mentoring”, none seem to fully embrace the essence of the concept. Gehrke started out with this initial definition: “A mentor acts as a coach, much like in athletics, advising and teaching the political nuts and bolts, giving feedback and rehearsing strategies” (Gehrke, 1990, p.190) .The best way to define a mentor is to experience the mentor/protégé relationship The relationship with the mentor inspires employees to seek new questions, not answers. Loading...The greatest gift a mentor can do for a protégé is offer a “new and whole way of seeing things” (Gehrke, 1990, p.192). Mentoring is a fluid and ever changing concept. There are no rules to define it. The insights, knowledge and services...
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...According to Haney 1997 (as quoted by Kerka, 1998) mentoring refers to a relationship whereby, an experienced person gives guidance, advice, and support to the less experienced. In an organization for example, mentoring assists in passing of the institutions' culture to the new workers, to ensure personal plus career growth and to create opportunities to those affected by organization barriers for example women and minorities. Apart from it being beneficial at work, mentoring can be used to ensure cultural awareness, consideration of aesthetic, and the ability to have meaningful lives. During the industrial age, mentoring dealt with career growth in the organizational hierarchies. Currently the information age mainly focuses on cognitive, interpersonal, and technical skills and therefore mentoring changes to provide this need.Mentoring programs may be helpful in achievement of various needs; first it can be used to increase the retention rate of talented workers helping them adapt faster in the organizations' culture. Mentoring program can also be used to improve the application rate of skills and knowledge gained from training activities. Thirdly, the process builds trust among workers and prepares them for leadership responsibilities. It shows commitment by those involved in growth of employees and finally it makes new employees adapt easily within the organization (Abudi, 2009). Generally, mentoring program teaches and coaches the mentoree on various issues and skills; it also...
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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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...According to Haney 1997 (as quoted by Kerka, 1998) mentoring refers to a relationship whereby, an experienced person gives guidance, advice, and support to the less experienced. In an organization for example, mentoring assists in passing of the institutions' culture to the new workers, to ensure personal plus career growth and to create opportunities to those affected by organization barriers for example women and minorities. Apart from it being beneficial at work, mentoring can be used to ensure cultural awareness, consideration of aesthetic, and the ability to have meaningful lives. During the industrial age, mentoring dealt with career growth in the organizational hierarchies. Currently the information age mainly focuses on cognitive, interpersonal, and technical skills and therefore mentoring changes to provide this need.Mentoring programs may be helpful in achievement of various needs; first it can be used to increase the retention rate of talented workers helping them adapt faster in the organizations' culture. Mentoring program can also be used to improve the application rate of skills and knowledge gained from training activities. Thirdly, the process builds trust among workers and prepares them for leadership responsibilities. It shows commitment by those involved in growth of employees and finally it makes new employees adapt easily within the organization (Abudi, 2009). Generally, mentoring program teaches and coaches the mentoree on various issues and skills; it also...
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...Better Mentoring, Better Teachers Three Factors That Help Ensure Successful Programs By Dara Barlin Article review By Jennifer Hyder In the March issue of the education Week Barlin gives three factors that will promote a successful mentoring program. The article was written based on data received from many years of helping schools and distract develop programs for beginning teachers. The data showed three critical factors that will ensure the success of the program. Those factors were finding the right mentor, Aligning instructional-support efforts and Partnering with principals. The first factor is finding the right mentor. Barlin points out that first and for most a good mentor has to first be good and effective teacher. The problem is that many schools and distracts are not equip or have the proper structure to asses who is highly effective or strong in student outcome. In those schools that can the problem them becomes willingness to pull that teacher out of the classroom to mentor. Aligning instructional-support efforts is the next key factor in a successful program. Barlin makes a connection with aligning instructional support with that of a communal tree. Everyone want to water it, in hopes to see it thrive but if there is not proper coordination then the tree will drown. Here the new teacher is the tree and the those willing to help water the tree are the literacy and math coaches, university supervisors, data specialists, special education counselors...
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...About Mentoring As young business professionals, you have so much potential to impact the future, both within the ranks of this company and beyond. You have your degrees, some of them even advanced degrees, hanging on your cubicle walls. You’re working hard to earn professional designations in your field. But I’d like to talk to you about a vital resource that you may be missing out on as you prepare for leadership: a mentor. I know that having a mentor may seem a bit juvenile or maybe even beneath some of you. However, every single one of the company’s executive officers states that they currently have a mentor who is either a peer or one level higher than they are. The only exception is the CEO, who has no one higher ranking. However, even he admits to having a mentor of his own outside of this organization. This is not a coincidence. These successful executives maintain mentoring relationships because they believe in them. They all attribute many of their career achievements to the effective mentors they’ve had. The mere task of selecting a mentor may be enough to prevent some of you from doing so. Here’s a tip: determine what your goals are, and select a mentor who excels in those areas. This could be as general or specific as you’d like. If you struggle with public speaking, partner with a mentor whose rhetoric you admire. If you want to know how to move up the ladder quickly, find someone else who has done it and ask them to help you plan your next steps. ...
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...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 trained to provide support and guidance. Such...
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...Definition Mentoring and coaching can be defined as one of the techniques used to develop individual’s skills and performances for the seek of career development. Purpose The purpose of coaching and mentoring is to help individuals grow and develop their skills within the organization by making an alignment between the organization’s goals and its employees’ professional development. Desired outcomes: Increase retention : when it comes to the organizational context, mentoring and coaching can help employees build loyalty towards the organizations they are working for. Mentee may feel more committed to the organization when their experienced mentors help them mold their careers and provide them with more opportunities. In addition to that,...
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