Hybrid Assignment 3
In today’s volatile business world, it is vital for organizations to engage employees both intellectually and emotionally. Through mentoring, employees identify themselves as a vital part of the organization while creating a heightened level of ownership. Mentoring programs are of great value to any company. In most cases, these programs are considered essential. By developing and implementing a mentoring program, the learning process for employees is accelerated. It is said that mentoring “can accomplish things that training cannot” (Johnson). Even though, developing a mentoring program is not an easy task, the benefits outweigh the challenges. A mentoring program will help alleviate high employee turnover and assist in building a pipeline of diverse employees.
The development of a mentoring program begins by deciding on whether it should be a formal or informal program. On one hand, a formal mentoring program includes 1. Connection to a strategic business objective of the organization 2. Established goals 3. Measurable outcomes 4. Expert training and support 4. Direct organizational benefits and 5. Mentoring engagements lasting 9-12 months (“Business mentoring matters”, 2012). On the other hand, an informal mentoring program includes: 1. Unspecified goals 2. Unknown outcomes 3. Self-selection of mentors and mentees 4. No expert training or support 5. Long-term mentorship and 6. Indirect organizational benefits (“Business mentoring matters”, 2012).
Mentoring involves a manager passing on his/her knowledge and expertise to an employee. Typically, the employee has a mentor who is at management level but not directly involved in his or her work area, so that issue s can be discussed in an impartial and confidential manner.
An advantage of mentoring is that it helps to acclimatise less successful workers to the job and organisational requirements. By having a "go to" person to ask questions, discuss scenarios and generally learn the nuances of the company, the mentee can become a productive member much more quickly and never feel that he has nowhere to turn for help. The mentee can gain the sense of achievement that comes from the mentor's feedback and assessment of his progress. The mentee's quest to gain the mentor's approval can serve as a motivating force to continue to improve his performance. The mentor can gain satisfaction from knowing that she is helping an individual and can take a measure of pride in her accomplishments. For a mentor that has already achieved a great deal of success, she can look at the process as a way of "giving back”.
Attached is a completed application for the mentoring program I would like to pursue. Not sure if I have overstepped my boundary, but I have discussed this with my RA, Nick Lalpuis, and he supports the proposal. I also discussed this with Laura Watson this morning and she is in agreement with it as well. Please advise if there are any additional documentation or steps I need to go through to get
"Mentoring is a special quality, skill set and attitude," she says. "The benefits are not only between the mentor and mentee, but the future generations."
Jeszcze Polska nie zginela, or Poland has not perished yet, this is the first line of the Polish national anthem. As you read you will learn why Poland is the most interesting country in Europe. first you will read about Poland’s intense history and its involvement in both world wars. Second I will tell you how the strong Polish economy has stayed strong throughout Poland's history. Lastly I will show you the lushes flat land of Poland to the beautiful mountains.
The research offers vital characteristics to sub-question I: What it takes to create a successful school-base mentor program? First, it must take into consideration the need for a leadership, encouraged program. A school-based mentoring program must have a logical model theory that states, and encourages positive actions and outcomes. A clear mission, with goals, and an exit plan is needed. Internal and external factors will influence the program’s effectiveness and they need to be taken into consideration when building a model program. The end goal for a school-based mentoring program is to achieve meaningful and measurable results.
The objective of this study is to critically evaluate the main approaches and theoretical models in coaching and mentoring and to justify their deployment in selected organizations. In addition, this work will identify and analyze the potential barriers to the design and implementation of an effective strategy for coaching and mentoring and evaluate strategies to ensure successful coaching and mentoring outcomes. This work will additionally identify and critically analyze information required to establish and implement effective strategies for coaching and mentoring and identify and evaluate suggestions for improvement in coaching and mentoring practice. Finally, this work will critically assess the contribution of coaching and mentoring to effective knowledge management and organizational learning strategies in selected organizations.
In an establishing a mentoring and coaching program it is vital that Fentrud ensures that the appropriate mentor is chosen for each new employee that is the Clerical Officer, Secretary and the Administrative assist to officially welcome them in the organisation and can impart wisdom and knowledge even beyond the program. An appropriate mentor and mentee can lead to a counterproductive relationship. The selected mentor, if to be chosen from the company, should not be the employee’s supervisor or manager. The mentor should not have any link with the mentees manager or supervisor and will be required to maintain integrity and is not bounded to provide feedback to the mentees manager. Training can be offered to mentors and mentees as desired by the company overtime. A mentorship program is recommended to be established for a duration of 9 months to a year for it to have lasting and beneficial
To attract and retain people, it is essential that organizations design and successfully implement pro- grams and processes that develop people and nurture their talents. For those who aspire to a leader- ship role, the opportunity to engage in mentoring relationships with senior-level leaders is a powerful way to accelerate growth. In the majority of informal mentoring relationships, mentors and protégés share similar racial, gender, and cultural backgrounds. Senior leaders in most large organizations are still primarily white males. As a result, it can be difficult for people from diverse
Mentoring can have multiple purposes for our organisation as support the talent management process, enabling personal and professional development of individuals, support career planning and development process,
Lifegiving Mentors is an insightful examination of mentoring for developing leaders in general as well as equipping and empowering individuals capable of multiplying the investment of their mentor by mentoring others. Elmore opens with a declaration of the power and value of mentoring. He asserts, “Simply put, people mentoring people is the greatest method for transforming the world!” (Elmore, 2012, Kindle Locations 174-175). In chapter seventeen, Elmore addresses this potential again with a thought experiment to demonstrate the impact of investing in just twelve people throughout our life. In just six generations, the initial investment could influence over three million people. While the probability of a consistent chain of mentors and mentees is small, Elmore asserts the potential gained even from a percentage of follow through outweighs the loss (Elmore, 2012, Kindle Locations 2018-2022).
Mentoring is a professional management tool that helps the employees to perform better, improve morale and can assist the business to succeed. It is a form of interpersonal knowledge management that can boost communication, inject new ideas into old formulae and promotes a more pleasant open work environment helping to advance in their careers. The organizations are using mentoring as a way to maintain a pipeline, retain and recruit talent and to make sure they have people ready to manage and lead.
Challenges of Mentoring and CoachingTobi Bledsoe Wayland Baptist University Abstract The purpose is to provide a summary of what you have found out about the subject and to convince the reader thThis paper highlights the challenges of mentoring and coaching. Organizations have placed a lot of emphasis on mentoring and coaching in today’s dynamic busy environment to remain competitive. Managers are expected to use mentoring and coaching skills to empower their staff for the betterment of the organization. The role of mentoring and coaching as well as their differences are reviewed. Despite their importance in the work place, there are still challenges that organizations are faced with mentoring and coaching to ensure their effectiveness. Challenges
True success for an individual may be an increase in knowledge, skill, pay, or job satisfaction. Mentoring programs in their totality increase employee knowledge and/or skills and improve organizational effectiveness. Lastly, mentoring is largely related with more positive employee attitudes including career satisfaction, job satisfaction, greater organizational commitment, and lower employee turnover (Horvath, Wasko, & Bradley, 2008).
Our research concludes that while mentorship is embedded into the company culture, there is an opportunity to enhance and make it a more efficient tool. In an investor report, Citrix indicate “We build talent by attracting, developing and keeping the best people. We are authentic, building trust, mutual support and credibility” (Citrix, 2004). In other words, developing talent is a fundamental part of Citrix culture and mentorship fits in this foundation. We find this a positive aspect; as explained in the journal of values based leadership: “mentoring is tied to organizational culture and reflects organizational values and beliefs” (Hester & Setzer 2013). In our research, we asked employees if they believed the company supports and provides the necessary tools for a mentorship program, 66% responded positively. Similarly, 100% of the responses from manager indicated that mentorship was part of the culture. Also we found out that organizational commitment is essential for the effectiveness of a mentoring program (Ehrich & Hansford, 1999). We can conclude by indicating that leadership has nurtured the mentorship concept and employees perceive this as an available tool for career advancement.