Mentoring MattersJanice Goldsborough – The HR Basics

LEARNING OUTCOMES Apply a proven design model to meet your

needs Establish clear, quantifiable objectives for your

program Create and define Protégé and Mentor profiles Briefly program participants about expectations

LEARNING OUTCOMES

Establish mentoring agreements between Mentees and Mentors

Identify and address organizational barriers to program success

Establish action plans to manage the mentoring relationship

WHAT IS MENTORING?

Mentoring Myths

You need a toga to be a Mentor Mentoring only happens on a one-on-

one, long-term, face to face basis Taking time for Mentoring decreases

productivity Mentors must be a lot older than

Protégés Mentoring is a rare experience and only

happens for the ‘special’ few

Mentoring Greek Mythology – Ulysses entrusted

‘Mentor’ with his son “Wise Counsel and Sage Instruction” Mentoring Tools:

Sharing Knowledge and Experience Providing Suggestions and AdviceGiving the Big Picture (Mission, Vision, Values) Asking Questions

“Learning The Ropes”

Why Mentoring?

Recruitment Development HR Planning Commitment Retention Knowledge

Management “A leader will only command the level of loyalty he or she is willing to give to others.”

Winston Churchill

Why Mentoring?

How will a mentoring program benefit your organization? WHY is your organization interested in a mentoring program?

HOW MANAGING, COACHING, MENTORING COMPARE Managing – focuses on Contribution (short

term) Coaching – focuses on Competence (medium

term) Mentoring – focuses on Capability (long term)

A Mentoring RELATIONSHIP is one of openness and confidence – communication should not be impeded by concerns about reward and punishment

What’s In It For Me?

Small Groups The Mentor The Protégé

5 Minutes Spokesperson

MENTORING PROGRAM DESIGN MODEL

Set Objectives

Identify Protégés and Mentors

Match Participants

Train Participants

Complete Agreements

Evaluate Program

Review Program

Design the Right Structure

Involve the Right People

Measure the Right Outputs

Set Program Objectives

Measure Success of Program Brief Participants about Expectations

In pairs, review your“WHY?” and from thatwrite a potential objective 5 Minutes

Identify Protégés and Mentors

Two Groups Protégés Mentors

Selection Criteria?

How will participants be selected? Who will make the final decision? How will you match participants? How

will you train participants? Will you designate a Program Manager?

Will you use a Steering Committee to assist the Program Manager?

Select Participants

NominationSelfPeerManagerExecutive

Application

Brief Protégés and Mentors

Mentoring Relationship BriefingProgram ObjectivesRoles & Responsibilities

Mentor, Protégé, Program Manager, Steering Committee

Completing a Mentoring AgreementManaging the Relationship

Ground Rules Communication Techniques

Complete the Mentoring Agreement

Meeting Frequency; Length; Location Protégé Development Area (s) Development Objectives:What; How; When

Ground Rules

Train Mentors and Protégés

Establishing and Building Rapport Confirming Ground Rules Choosing Positive Words Giving and Receiving Feedback Using Performance Aids Conducting Meetings

DO: Encourage Self-

AnalysisOffer Helpful,

Constructive Feedback

Listen ActivelyMake Time for Them

Offer Encouragement

So you DON’T: Underestimate

Capability Be Negative and

Destructive in Your Feedback

Do it For ThemMake Yourself

Responsible for Them Force Your View

Exercise – Identify Barriers

What are some potential Barriers or Obstacles to the Mentoring Program?

What are some ideas for overcoming these barriers?

Monitor and Evaluate Your Experience What Will You Measure?

Meets personal needs/outcomes Satisfying/fulfilling relationship Specified development needs met

How Will You Measure? Feedback from manager Career progression Performance rating

Action Planning

What was Most Useful for you from today’s session?

What is your next step going to be?

BUILD, AND BENEFIT FROM, RELATIONSHIPS“The organization which can bring together all employees and harness their collective potential will create the most powerful force for developing long-term, positive growth.”

Luke de Sadeleer, “Vitamin C for a Healthy Workplace”

“Treat people as if they were what they ought to be and you help them become

what they are capable of being.”Goethe

Janice Goldsborough, BA(Adv), CHRP• The HR Basics• 204-471-6530• janice@thehrbasics.com• www.thehrbasics.com