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