Why Mentoring

7/31/2019 Why Mentoring

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Mission and objective of Mentoring

The mission of the Mentoring is to grow our own internal talent

by providing the participants with leadership challenges anddevelopmental opportunities.

The objective of the mentoring relationship is to experience a stimulatingjourney of self-discovery and development which will provide you

exposure to opportunities for personal fulfillment and achievement.


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Retention and engagement

Support and reward high performance

Succession Planning

Creation of talent pool

Development of professional relationships

Create culture of continuous learning

Individual development

Knowledge transfer

Career growth and development:

Cultivate individual career planning ownership

Mentor to gain better perspective of individual /

organizational issues

Mentoring Objectives


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It is values that provide the link between the individual's purpose and the

organizations mission. This is not to say that the individual should have

the same value priorities as the organization - though there does need to

be a core of shared values.

Linking Individual and corporate Purpose

Capacity Development

Capacity development refers to the approaches, strategies, and methods

used to improve performance at individual, organizational, network/sectoral

or broader system level.


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Mentoring is

a means of developing human resources about guiding others in their personal quest for growth

through learning a stimulating journey of self-discovery and development

which provides opportunities for personal fulfillment andachievement.

a fundamental form of human development where oneperson invests time, energy, and personal know-howassisting the growth and ability of another person.

a method for encouraging human growth

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What is Mentoring?


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A Mentor is a learning leader who facilitates the learning processfor a Protg:

Promotes intentional learning through multi-channels:transformational learning, beyond the day to day Coaching, insights, sharing own experiences (anecdotes and personal

scenarios), guidance, modeling, stimulates individual growth,encourages thought provoking opportunities that help develop a personalvision, helps protg identify his personal winning strategy, elicits highcommitment to personal change and development

Opens doors to learning opportunities when possible and appropriate

Provides Protg exposure to broad networks

Provides a broader view (than the Manager) thus creating a pathfor the future of the protg.

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What is a Mentor?


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Career support by encouraging challenging and growth

opportunities (horizontal career moves)

Emotional support: encouragement, recognition, feedback,

coaching

Support for short term and/or long term planning

Access to learning opportunities, resources and networking

Keeps the protg on the right track to avoid aimless detours

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Mentors Responsibility


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Types of Mentoring Relationships

Job Challenges&Business Related

Issues

SpecialProjects

Gain NewInsight and

Experience

CareerDevelopment

Types of Mentoring Discussions

Types of Sub-Mentors

IndividualDevelopment

SeniorLeaders

Peers SubjectMatter Expert

External Family


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How often do we meet?

How do we work together?

How long is the program?

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Mentoring Guidelines


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First Meeting:

Get acquainted and establish a relationship 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

Set expectations What does the Mentor expect from the Protege?

What does the Protg expect from the Mentor?

What will the Mentor provide or not provide?

How will we measure and evaluate outcomes?

Complete a Contract Agreement Refer to Contract Agreement in the Mentoring website, download it and

complete it

Print the completed document refer to it so you stay focused andaligned

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On-Going Meetings

Set a specific time, date, and location

Have an agenda prepared in advance

Have a summary of notes from the last session

Meet at the agreed time and be punctual

Follow up on action items from last meeting

Agree on what will be discussed in next meeting

Agree on action items to be accomplished against devp plan

Proteges and Mentors have one final meeting to share learnings

and celebrate their success

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Tacit knowledge is knowledge that is difficult to codify and store in

written or database form. It is the type of knowledge found in

peoples heads and nowhere else.

Mentoring provides a channel for transferring tacit knowledge from

one generation of employees to another, or from highly experienced

managers to those with less experience.

Transfer of Tacit Knowledge


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To help new employees learn about organizational culture

A cost-effective way to upgrade skills, enhance retention and

increase job satisfaction.

To facilitate personal and career growth and development.To expand opportunities for those traditionally hampered by

organizational barriers, such as women and minorities.

To enable a new staff member to function effectively within the context

of the organisations systems and culture.

To aid induction into a new job and culture.

To improve professional and personal networks

Typical Use of Mentoring


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Career Support Personal / Emotional Support

Job mobility

Job involvement

Career and job success

Organizational commitment

Job and career related

feedbackChallenging assignments

Access to resources /information / people

Exposure and visibility

Self efficacy at work

Interpersonal growth

Advocacy

Friendship and socialinteractions

Counseling and listeningSupport and confirmation

Acceptance

Protg Benefits


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Recognition as a developer of

others

Recognition as a leader

Reputation enhancement

Increased influence and power

Expended network

Career satisfaction

Career and job motivation

Improved job performance

Rejuvenation

Personal satisfaction

Increase in knowledge,

empathy, and skills relating to

diverse groups

Greater collegiality

Friendship

Sense of pride and personal

satisfaction

Mentors benefits


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Job related feedback

Assistance in doing job

Insight into different roles or

areas of the organization or

profession

Visibility and exposure

Support and confirmation

Respect and empowerment

Greater confidence

Interpersonal skill

development

Satisfaction in role as mentor

Transmission of knowledge,skills, and values

Excitement and inspiration

Greater consciousness of what

you are doing by teachinganother

Mentors benefits


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How Mentoring Supports Individual Development

Career Functions Psychosocial Personal Functions

Sponsorship. The mentor opensdoors that would otherwise beclosed.

Coaching. The mentor teachesand provides feedback.

Protection. The mentor supportsthe protg and/or acts as abuffer.

Challenge. The mentorencourages new ways of thinkingand acting, and pushes theprotg to stretch his or hercapabilities.

Exposure and visibility. Thementor steers the protg intoassignments that make him or her

known to top management.

Role modeling. The mentordemonstrates the kinds ofbehaviors, attitudes, and valuesthat lead to success in theorganization.

Counseling. The mentor helpsthe protg deal with difficultprofessional dilemmas.

Acceptance and confirmation.The mentor supports the protgand shows respect.

Friendship. The mentordemonstrates personal caring thatgoes beyond businessrequirements.


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A study conducted by Harvard professor Linda Hill during

the late 1980s pointed to three characteristics:

They set high standards.

They make themselves available to their protg in other

words, they are willing to invest the time and effort required for

good mentoring.

They orchestrate developmental experiences for those they

counsel. This is accomplished by steering protgs into

important projects, teams, and into challenging jobs.

Characteristics Of Effective Mentors


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Doing someone elses job for them.

Knowing all of the answers all of the time.

Imposing ready-made solutions that worked somewhere else.

Being brilliant at doing the job, taking initiative, etc.

Importing and applying hi-tech and perhaps culturally inappropriate

solutions.

Mentoring is Not


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Mutual Respect.

A Logical Fit.

No Political Agenda.

Compatible Temperaments or Styles.

Commitment.

What Constitutes A Good Match


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1. Perceived similarity, not necessarily based on demographic

similarity

2. Complementary skills or perspectives

3. A compelling characteristic or skills

4. Demonstrated potential or performance

5. Willingness to learn

The Five Main Reasons forAttraction Include


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Learning is a process by which people acquire knowledge,

understanding, skills and values, and apply them to solve problems

throughout their daily life. The learning process engages an

individuals emotional as well as intellectual dimensions, and enables

him or her to control, or adapt to, their environment. Whilst much

individual learning is put into store, most learning leads to behavior,

which can be recognized and assessed.


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INDIVIDUALLEARNING

SpecialAptitudes

Temperament /Emotional state

Personal Values/ attitudes

Past experience/ success /

failure

Learning aids

Learning context(classroom / workplace

etc.)

Teaching /learningmethods

Learning content(degree of difficulty etc.)

Ability of teachers /role models etc.

Health

Intellectualcapacity


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ConcreteExperiences

Observations andReflections

Formation of abstractconcepts and

generalizations

Testingimplications of

concepts in newsituations

DeductiveLearning

InductiveLearning


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Helps retain the next generation of leaders

Improves leadership and managerial skills

Develops new leaders

Enhances career development

Puts high potential individuals on a fast career track

Promotes diversity

Improves technical knowledge

Helps manage knowledge within the organization

Documents

Why Mentoring