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A CONCEPTUAL FRAMEWORK FOR DEVELOPING A PILOT MENTOR PROGRAM FOR THE NETWORK
SERVICES ORGANIZATION
BY DENNIS CASELY-HAYFORD
PRESENTATION OVERVIEW
IntroductionProgram MissionProgram ObjectivesProgram Benefits / OutcomesDefinitionsMentor and Mentee rolesMentor and Mentee responsibilitiesProgram GuidelinesMentor Recruitment, Screening and MatchingProgram ManagementProgram Monitoring and EvaluationConclusions and Recommendations
INTRODUCTION
There is the need to develop a formal mentoring program at GRIDCo to encourage the personal and professional development of new hires through the sharing of knowledge, expertise and experience by mentors
This presentation is a framework for a pilot program to be developed for the Network Services Organization, before a formal program is rolled out organization wide
The pilot program will target 20-25 Engineers and/or Technicians recruited and employed in 2015
PROGRAM MISSION
The mission of the Mentoring Program is togrow our own internal talent
by providing the participants with leadership challenges and developmental
opportunities.
PROGRAM OBJECTIVES
Assist mentees in becoming confident and productive employees with excellent leadership, communication, critical thinking, professionalism and other skills important to the transition to the world of work.
This will be accomplished primarily through the following:
Coaching
Challenging assignments
Exposure and visibility
PROGRAM BENEFITS / OUTCOMESOrganizational Mentor Mentee
• Widening of skills base and competencies in line with organizational goals
• Creates a culture of learning and knowledge transfer/sharing
• Improves leadership and people management skills
• Improves motivation and productivity• Improves teamwork and co-operation• Offers focused support that is more
relevant to the job in comparison with classroom training
• Alternative to external training, more cost effective personal development
• Gives satisfaction in assisting a colleague in achieving his or her professional and personal goals
• Promotes sharing of knowledge and demonstration of expertise
• Gains recognition and respect for contributing to the development of others in the organization
• Increases job satisfaction• Improves their own skills in
listening, communication, and leadership skills
• Contributes to personal development through individualized one-to-one teaching and opportunities for experiential learning
• Encourages ongoing learning and developing and identifying learning opportunities in the working situation
• Offers help with analytical and problem solving skills from a responsible neutral other
• Develops organizational and professional knowledge
• Increases maturity• Increases job satisfaction
WHAT IS MENTORING?
A means of developing human resources About guiding others in their personal quest for
growth through learningA stimulating journey of self-discovery and
development which provides opportunities for personal fulfilment and achievement
A fundamental form of human development where one person invests time, energy, and personal know-how assisting the growth and ability of another person
A method of encouraging individual growth
WHAT IS A MENTOR?
A mentor is an individual with expertise who can help develop the career of a mentee. The mentor guides, trains, advises, and promotes the career development of the mentee
A mentor is an experienced guide, trustworthy advisor, a personal champion, a constructive critic, a motivator, a listener
Provides mentee exposure to broad networks within the organization
WHAT IS A MENTEE?
A Mentee is the recipient of the Mentor’s guidance and must be committed to expanding his/her capabilities, be open and receptive to new ways of learning, and have a sense of personal responsibility about the mentoring relationship and his/her own growth and development
WHAT IS THE MENTOR’S ROLE?
Career support by encouraging challenging and growth opportunities
Emotional support: encouragement, recognition, feedback, coaching
Acts as a role modelAccess to learning opportunities, resources and
networkingKeeps the mentee on the right track to avoid aimless
detours
WHAT IS THE MENTEE’S ROLE?Be committed to expanding his/her
capabilitiesBe open and receptive to new ways of
learningBe open to feedback Have a sense of personal responsibility
about the mentoring relationship: take ownership
Follow through on development plan and coaching for his/her own growth and development
MENTOR AND MENTEE RESPONSIBILITIES WITHIN THE MENTORING PROCESS
Phase Mentor Responsibilities Mentee Responsibilities
Develop rapport and build trust • Share professional background and personal interests
• Share personal interests and background
Communicating Expectations • Have a clear understanding of your expectations for your mentee
• Clearly communicate those expectations• Stay flexible in changing expectations • Create goals with milestones and
deliverables• Be realistic about setting timelines
• Have a clear understanding of your expectations for your mentor
• Clearly communicate those expectations• Stay flexible in changing expectations• Create goals with milestones and
deliverables• Be realistic about setting timelines
Working Together • Advise, don’t dictate• Offer constructive feedback• Evaluate progress• Support your mentee when he/she reaches
his/her goals• Be consistent and reliable
• Listen and contribute to the conversation• Accept constructive feedback• Evaluate progress• Celebrate success• Be consistent and reliable
Meeting All The Goals • After mentoring is completed, follow up on successes
• Provide an evaluation of the experience
• Provide an evaluation of the experience after the mentoring is completed
• Say thank you
SUGGESTED PROGRAM GUIDELINES
How often do we meet? Mentors and Mentees may meet for at least one hour per month
How long does the relationship last? The relationship should be maintained for one year
Where should we meet? It is up to the Mentor and Mentee to decide the best location to have meetings
What is expected of me? We ask for your commitment. If your are matched with a Mentor or Mentee, we ask that you maintain
communication with your partner for the duration of the program. We also ask that you maintain periodic communication with the Program Coordinator to let him know how things are going
What happens if my Mentor or Mentee and I are not a good match? If the Mentor or Mentee feels that the pair is not a “good fit”, they can notify the Program Coordinator.
The Program Coordinator will begin steps to rematch both the Mentor and Mentee with a new partner
SUGGESTED GUIDELINES FOR MENTOR / MENTEE MEETINGS
FIRST MEETING: Get acquainted and establish a relationship
Mentor should make contact with Mentee within one week of assignment Find commonalities and share personal interests, hobbies Share professional background, education, and areas of expertise Learn about what is most important to each one of you (e.g., personal and professional goals of
Mentee, skills Mentee desires to develop, etc.)
Set Expectations What does the Mentor expect from the Mentee? (e.g., create goals with milestones and
deliverables) What does the Mentee expect from the Mentor? How will we measure and evaluate outcomes?
Complete a Mentoring Partnership Agreement Discuss and complete a partnership agreement to agree on goals, objectives, and ground rules for
the mentorship relationship
SUGGESTED GUIDELINES FOR MENTOR / MENTEE MEETINGS CONTD.
ON GOING MEETINGS:Set a specific time, date, and locationMeet at the agreed time and be punctualHave an agenda prepared in advanceTypes of mentoring discussions can entail the following: career development, job
challenges, individual development, gaining new insight and experience, and special projects
Have a summary of notes from the last sessionFollow up on action items from last meetingAgree on what will be discussed in next meetingAgree on action items to be accomplished against development planMentees and Mentors have one final meeting to share learnings and celebrate
their success
RECRUITING AND SCREENING MENTORS
Develop and write a mentor position description that define qualifications and attributes, including eligibility for participation
Initiate recruitment and marketing campaigns (i.e., printed promotional letters, single sheet flyers, advertisements in newsletters, information sessions, etc.) to build awareness and attract prospective volunteers
Screen volunteers via face-to-face interviews to ascertain suitability to be a mentor and aid in establishing match
Incorporate a written application as part of the screening and interview process
MATCHING MENTORS AND MENTEES
Mentors and Mentees should be given the opportunity relative to the following:State their needs and personal preferences with regard to
the matchKnow how matching decisions are madeRequest a different match, if after a reasonable effort, the
original match is not satisfactory
POSSIBLE MATCHING CRITERIA
Personal Preferences• Mentees and mentors
may request someone of the same gender, a certain age range, language, culture or another characteristic. Such requests should be honoured whenever possible
Temperament• Try to ensure that
personality and behaviour styles mesh
• Match a mentor with a young person who responds best to the mentor’s particular style
Life experiences and interests• Matches made on the
basis of similarities (e.g., hobbies, lifestyle, shared interests and family makeup) usually lead to strong relationships
PROGRAM MANAGEMENT
To ensure that the program is well-managed, it is critical to institute the following:•Designate an individual to coordinate the program•Consider forming a Mentor Committee to assist the Program Coordinator implement the program•Define role and responsibilities of Program Coordinator and Mentor Committee
PROGRAM MANAGEMENT CONTD.The Program Coordinator or Mentor Committee will play a significant role by:Establishing requirements for participation in the program and
creating program formsIdentifying and recruiting mentorsMatching mentors with menteesActing as an arbiter in any disagreement or dispute between mentor
and menteeMonitor and evaluate the results of the programPlanning for the training of mentors
PROGRAM MONITORING AND EVALUATIONFollow up with participants to ensure that mentors and mentees have made initial
contact by deadline date
Request a quarterly written summary of their mentor experience from all participants
Conduct periodic group meetings to make sure participants are meeting regularly,
determine the quality of the relationship, and discuss ways to improve the program
Conduct year-end interviews to ask for program feedback
Have all participants complete a program evaluation form at the end of the program
Use the information obtained through meetings and evaluations to assist current participants in achieving their goals and to
improve the program for future mentors
CONCLUSIONS AND RECOMMENDATIONSDevelop a mentoring handbook and program forms
that explain the mentoring processDesignate a Program Coordinator to manage the
mentor program to ensure program accuracy and efficiency
Ensure that the program has a written recruitment plan and well documented matching strategy
Establish a public relations/communications strategy to promote the mentoring program and recruit mentors
Provide training to mentors to ensure program qualityMonitor and evaluate the results of the program to
ensure that it is on track in meeting program goals
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