Development Of A Mentoring Program

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”.

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

Having this mentorship program at the Western University of Health Science proved to be very beneficial therefore having a similar program in the business world could have the same results. Requiring all senior employees to become mentors would the foundation to the program. Once these employees have enrolled then they would be paired up with a newer employee who has similar goals as they do. In order to encourage the mentor and protégé to have meetings, an incentive should be used like the pharmaceutical company. Having a program like this would eliminate any assumptions of inappropriate behavior between the mentor and protégé. This would also allow more women to be mentored because the program would pair them up based on their goals and

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.

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).

A mentor is a person whom has greater professional authority. It is a person whom is several years old than the person that he or she is mentoring. He or she also needs to have more experience in organization or field. This person acts as guided into the aspiring occupation. Throughout the process, the mentor provides direction and support. At the same time, a mentor must find a balance between being a parental figure and peer in the relationship. Unfortunately, If there is too

Reverse mentoring (where a more junior colleague mentors a senior leader) can also be effective in encouraging sharing and learning across generations and/or between role levels. More information on the use of mentoring to develop individuals for key or leadership positions can be found in our factsheet on succession planning and in our report The talent perspective on participants’ perceptions of talent management programmes. Go to our factsheet on succession planning Visit the talent perspective report CIPD members can make use of their mentoring skills in helping young job seekers into work through our Steps Ahead Mentoring campaign. Recent research published in our report Volunteering to learn: employee development through community action also demonstrates that such schemes and other volunteering opportunities can help build coaching and mentoring skills. Find out more about Steps Ahead Mentoring Visit the report

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,

Implementing a strong mentoring program that fosters individual and personal growth within the company is vital for the future of this firm. This includes setting up and maintaining a mentoring program. The mentoring program will be set up with individuals from all levels of achievement, that are willing to devote a portion of their time to the firm’s prosperity.

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).

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.

A mentor is a facilitator with no agenda except to have a mutually beneficial relationship towards improving the mentee. When the mentorship program is established properly, it will guide upcoming professionals by providing them a support structure to help the employee succeed and to improve the organization. A good example of mentoring is the General Electric (GE) entry level mentorship program which is designed for new college graduates with a Bachelor’s degree in engineering, relevant business or science degree to participate in the two-year Commercial Leadership Program (CLP). The focus of the program is to accelerate career talent with assignments to develop and expose candidates in the sales and sales support area of the company. This entails 3 or 4 rotational assignments in education from sales and leadership. The training is designed to guide and advance the participants to further their knowledge and skill of their field of business within the nine business units of GE. If the participants are successful in the Experienced CLP, they will be hired for future growth in the individual businesses within

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.

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