2014 Summer Edition Arizona Department of Transportation Mentoring Program Manager

Buddy Program Handbook

“Welcome Aboard!”

2

Table of ContentsWhy a buddy program? ...................................................................................................... 3

Whom does a buddy program benefit? ............................................................................... 3

How long does a buddy assignment typically last? .............................................................. 4

What is a buddy? ................................................................................................................ 4

What are the key characteristics of a good buddy? ............................................................. 4

The most appropriate buddy would also display these characteristics: ............................... 5

Why have a buddy? ............................................................................................................ 6

What should the buddy expect from the new employee? ................................................... 6

What are the buddy selection criteria, and what is the manager’s role? ............................. 6

What should a buddy not be? ............................................................................................. 7

What are a buddy’s role and responsibilities? ..................................................................... 7

What are a new employee’s responsibilities? ..................................................................... 8

What are the buddy meeting guidelines? ........................................................................... 8

What are some tips for buddies? ........................................................................................ 8

Having a buddy is a win/win/win scenario ......................................................................... 9

The buddy program process ............................................................................................... 9

Process steps: ..................................................................................................................... 9

3

Why a buddy program?

A buddy program aims to ease a new employee’s transition into a new work environment. A buddy provides a single point of access to necessary information. A buddy program is intended to shorten the time it takes for new employees to feel more at home with the agency by helping them to understand the organizational culture. Buddies help to decrease the stress of “fitting in” by providing access to someone who is both familiar and comfortable with the culture, beliefs, and expectations.

New hires can be reserved and hesitant. They may fear that their questions are silly and may be hesitant to ask them. At these times, it is useful to have a buddy who can empathize with the new hires and anticipate their feelings and emotions. Buddies can help and guide new hires without judging their questions and can provide

the right support and just-in-time feedback. Talking to a buddy or a mentor is also an opportunity to socialize, appreciate the organization culture and understand the finer aspects of organization policies and procedures. Armed with a buddy, a new employee can better navigate in the new workplace and affirm the decision to join ADOT.

Whom does a buddy program benefit?

A buddy program requires participation from the manager/supervisor, the designated buddy, and the new employee. A buddy program benefits all participants. The manager’s interactions with the new employee can focus on added-value, work-related issues instead of lower-level operational issues. The buddy benefits because he or she can become actively involved in making the agency a better place to work by making the new employee more productive, gain additional recognition by the organization, and strengthen his or her leadership skills. For the new employee, the initial confusion and uncertainty is greatly reduced. The employee’s insight about the inner workings of the agency is expedited, and he or she begins to add value more quickly, leading to increased self-confidence, self-esteem, and greater productivity. For ADOT, the workforce is happy and

productive in the short term. In the long term, turnover is lower, which results in fewer recruitment needs for a stronger team. It is a win-win for all.

4

How long does a buddy assignment typically last?

Typically, a buddy assignment lasts two months depending on the relationship. The program operates under a “no-fault” termination system. If either a buddy or the new employee requests, the buddy relationship can be immediately ended; no reasons necessary, no blame assigned. The buddy is encouraged to provide continued support beyond the initial two months of the formal relationship if welcomed by both the buddy and the new employee.

What is a buddy?A buddy is someone, usually a peer, who partners with a new employee during his or her first two months of employment. While primarily responsible for offering advice and guidance regarding the day-to-day aspects of working at ADOT, the buddy may also offer encouragement and knowledge resources, as they help introduce the new employee to the ADOT culture and make the new employee feel comfortable in the new environment.

The buddy should provide information and assistance beyond that offered in the orientation or by the

manager/supervisor. The buddy may answer questions the new employee might not wish to discuss with a supervisor, such as questions about social norms to questions regarding the informal culture and unwritten rules of the organization, such as:.

u “Where do I hang my coat?”

u “Where do I put my lunch?”

u “Do most employees eat in or go out?”

The buddy should be sure to convey a sense of openness, security and confidentiality. A new hire should know that the lines of communication are open but that the buddy will respect confidentiality.

What are the key characteristics of a good buddy?

A buddy needs to be someone who is proud of the agency and truly believes in its vision and goals so that he or she can communicate this enthusiasm to the new employee. Whenever possible, the buddy should be someone in the same department as the new hire and must be familiar with the formal and informal organizational structures to be a reliable source of information.

5

The most appropriate buddy also displays these characteristics:

u Be a communicator. A buddy should encourage open communication and have the ability and willingness to share knowledge, experience, and accomplishments. The buddy should provide relevant information to the new employee and encourage a process of continued, self-directed learning.

u Be a positive role model. The buddy should be a model employee and exemplify ADOT values. The buddy should lead by example and be knowledgeable about ADOT’s history, values, and mission.

u Be motivated and empathetic. The buddy should want to be a buddy and should have a positive outlook on his or her work and use that perspective to help build self-confidence and loyalty in the new employee.

u Be a strong performer. The buddy can help guide the new employee in many situations based on his or her experience and knowledge obtained in the work environment. The buddy should be well regarded and accepted by peers.

u Be trustworthy. The buddy should possess a strong sense of confidentiality and be able to maintain the trust of the manager and the new employee.

6

Why have a buddy?A buddy who can successfully explain how and why things get done in the way they do and offers support to the new employee will be a major contributor to increased productivity and lower employee turnover rates. It also helps establish onboarding as a process, rather than a single learning event. There are a number of other advantages to having a buddy:

u Building on the knowledge obtained in the New Employee Orientation

u Enabling new employees to become knowledgeable about department practices and organizational culture in a shorter period

u Ensuring that routine queries regarding basic operational issues are dealt with expeditiously

u Reducing the initial confusion and uncertainty faced by all new employees and avoid misunderstandings

u Maximizing the productivity of manager / new employee meetings by allowing them to focus on job-specific issues and performance expectations

u Increasing the new employee’s self-confidence, allowing him/ or her to focus on adding value to the organization

What should the buddy expect from the new employee?u The new employee will receive constructive

feedback in good spirit.

u The new employee will display a “coachable” attitude.

u The new employee will display an eagerness to learn.

u The new employee will perform their own work.

What are the buddy selection criteria, and what is the manager’s role?

Hiring managers and/or unit leaders are responsible for selecting a buddy for their new employee. Supervisors should handpick the buddies and choose people that like to help, share information and also have skills, including leadership and initiative. Once chosen, the manager utilizes the CBT Buddy Program Training and this handbook to inform the buddy of his or her role and responsibilities. Selections should be based on these characteristics:

u Demonstrates strong performance

u Exhibits behaviors and delivers results you want to see emulated

u Is willing and able to be accessible to the new employee

u Is skilled in / has knowledge of the new employee’s job

u Is proud of ADOT and his or her contributions

u Is a peer of the new employee

u Has patience and good communication and interpersonal skills

7

u Wants to be a buddy and understands the expectations

u Is a role model and is well regarded and respected by current employees

u Has been selected in advance and trained to understand his or her responsibilities

What should a buddy not be?

A buddy is not a substitute for the supervisor but is someone who can answer the new employee’s questions in a positive and encouraging way. A buddy can supplement the management team and work toward a common goal: ensuring that new employees feel welcome and have resources to find answers they need. A buddy is not a mentor or a manager.

u Mentor: someone, typically more experienced, who is involved with the overall development of an individual

u Manager: someone responsible for the new employee’s job performance and development.

u The buddy does not carry out the manager/supervisor’s responsibilities. The manager resolves work-related issues.

What are a buddy’s role and responsibilities?

u Contact, meet and provide a tour of the workplace (if possible) with the new employee on Day 1.

u Establish a rapport with the new employee and “show the ropes.”

u Listen. Be a good, active listener.

u Learn proper name pronunciation.

u Have lunch with the new employee on the first day; share breaks and lunches as much as possible.

u Act as an informational resource on policies, procedures, work rules, etc.

u Help socialize the new employee to ADOTs guidelines, norms and culture.

u Answer general/routine questions.

u Report any serious issues/concerns to manger/supervisor, HR, etc.

u Make introductions to other team members, and instill a sense of belonging.

u Ensure an open communication between the new employee and the buddy, respecting confidentiality.

u Transmit the unwritten culture that is not formally articulated.

u Follow up with the new employee on a daily/weekly basis; recap initial experiences, have chats, accompany to meetings, etc.

8

What are a new employee’s responsibilities?u Meet with the buddy upon committing to the buddy program.

u Communicate and take the initiative in asking questions.,

u Be open to feedback, both positive and negative.

u Openly accept the buddy’s knowledge, experience, and support; however take responsibility for your own success.

u Share ideas and a positive attitude without negativity.

u Do not expect the buddy to do your work.

What are the buddy meeting guidelines?The formal relationship should last two months.

u Day 1: Meet the new employee for lunch on the first day at the jobsite if possible.

u First month: Hold daily/weekly meetings in person or by phone for five to 10 minutes or longer as needed.

u Call/email as needed. The buddy should set acceptable parameters.

u Second month: Hold weekly huddles in person by phone, for five to 10 minutes.

u Call/email questions, as needed. The buddy should set acceptable parameters.

The informal relationship should be open.

u The buddy can provide continued support beyond the initial two months of the formal relationship if such support is warranted and welcomed by both the new employee and the buddy. Longer relationships are encouraged.

What are some tips for buddies?u Don’t worry about being the “expert”; your personal work experience is important to new employees. Focus

your attention on the new employee.

u Be patient. It takes time to develop a relationship. Don’t try to cover everything right away. Growth occurs over time.

u Be positive. New employees will grow into their roles if given proper reinforcement.

u Be an active listener.

u Don’t try to force a relationship. Follow the lead of the new employee, and pay attention to their his or her level of receptiveness.

u Try to identify the new employee’s personality and communication style, and adapt accordingly.

u Don’t be judgmental. Simply offer feedback.

u Maintain a good attitude and a good teaching spirit.

9

Having a buddy is a win/win/win scenarioThis relationship offers significant benefits to the new employee, the buddy, and management/ADOT.

Buddy Benefits New Employee Benefits Management/ADOT BenefitsGains recognition as a strong performer; shares knowledge

Becomes productive more quickly Increases employee satisfaction and retention

Expands professional network; makes new friends

Gets a jump-start on networking; makes a friend

Increases employee communication

Has the opportunity to motivate others and contribute to your the team

Has a single point-of-contact; has easy access to information

Builds stronger teams

Gains a fresh perspective Gains knowledge of “how things really get done.”

Shares quality work processes

Enhances leadership and communication skills

Experiences a smoother, shorter acclimation period

Increases employee productivity

The buddy program processThe ADOT Buddy Program is a voluntary program for new employees to participate in and is designed to aid them during their first months of employment. The Buddy Program is aligned with ADOT’s new Onboarding/Orientation program for new employees. All new employees should be offered a buddy. The program’s objective is to shorten the period of time it takes for new employees to feel at home with ADOT by helping them understand the organizational culture. This enables new employees to fully integrate into ADOT culture and become successful within our agency. The three participants in the Buddy Program are the hiring manager/unit manager, the buddy, and the new employee. Each plays an important part in building a stronger team.

Process steps:1. The hiring manager / unit leader pre-selects and provides training to a “pool” of buddy candidates in their

buddy responsibilities and gains commitment. (Training refers to buddies and managers viewing and understanding the Buddy Program’s on-line CBT training video.)

2. The new employee reviews the Buddy Program guidelines, discusses it with the manager, and decides whether to participate in the program.

3. The manager selects an appropriate buddy based on the needs of the employee and the selection criteria.

4. The buddy and the new employee meet, get to know each other (build rapport), and start to discuss topics, meeting frequency expectations, etc.

5. The buddy and the new employee meet or make contact regularly throughout their relationship.

6. The manager meets with the buddy and the new employee to follow up on the effectiveness of the buddy relationship (during the first couple of days and periodically during the first two months).

7. All participants evaluate the program at the end of the formal period (two months) and again if they continues informally (at six months). Fill out and submit evaluation survey(s) to the Mentoring Program manager.