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 organization. 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 “can accomplish things that training cannot” (Johnson). 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). Therefore, based
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Mentoring involves the trainee being paired with more experienced employee. This is a good way to train employees as they are able to carry out the tasks that they would be performing if they were really doing the job. The mentor is there to assist the employee if they have any problems. William Hill can implement this type of training as a means for the employ that feel less confident within the workplace to gain a higher self esteem level. Having someone they feel comfortable with would make them work better and they can adapt interactive skills with that person, enabling them to use it on others.
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.
Over time, organizations have adapted and refined the way that mentoring is used in their companies. For example, mentors now help the person to solve problems, navigate through the culture at a company and even advance their career. This, in turn, will create a person that is ready to lead and manage.
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”.
From birth to adulthood, children go through countless emotional, academic and social transitions. Towards the culmination into adulthood, young adults experience a transition from middle school to high school. When students transition from middle school to high school, things change as they head into adulthood, there are several new social and academic adjustments ahead. Such as, peer pressures, navigating a new environment, bigger challenges with classes and homework, and peer pressure. Schools often try to develop programs that will help students successfully make this transition. One tool that can assist in making the transition seamless is an onsite mentoring program at the high school level. A school mentoring program could offer assistance in many areas for example, tutoring, time management, behavior, social skills, and development of positive relationships. At risk students can benefit greatly from a mentoring program. The past decade has seen widespread enthusiasm for school mentoring as a way to address the needs and problems of youth (Herrera, Kauh, Cooney, Grossman & McMaken, 2008). In the last seven to ten years, high school mentor programs have become very popular across the country.
Mentors are influential, senior organizational members with advanced experience and knowledge committed to providing perception to a mentee’s career development. A mentor supports a mentee’s views of self within a work role as well as it supports the mentor’s sense of self for the valuable wisdom and experience they have to share.
Mentoring is a process where a more experience person creates a supportive relationship with an inexperienced, mostly younger person with the aim of providing information and advice. The process of mentoring must benefit both parties.
Mentoring is relationship orientated – it provides a safe environment where the mentore shares any issues which can affect their mentors professional and personal success. Mentoring also focuses on work/life balance, self confidence and self perception.
Mentors serve as a confidant, counselor, guide and advisor to a participant. They share an understanding of the organization, its mission, and the formal and informal operating processes, and share experiences which contributed to their own success, setting an example for the participant to follow. They assist the participant in career development ideas or for pursuing career opportunities. Mentors encourage participants to become more efficient and productive in their career field through self-development and other activities, and suggest appropriate training and developmental opportunities to further the progress of the participant toward leadership positions. The Mentor will provide input to the participant 's supervisor in developing their Individual Development Plan (IDP), helping the participant to set clear, realistic career goals and periodically reviews progress, making constructive suggestions on career development. Vitally important, the Mentor must ensure the mentoring relationship remains visibly and consistently professional. Mentors must ensure that their meetings are for clear purposes related to mentoring, that there is visible progress by the participant toward legitimate mentoring goals, and that office relationships between the mentor and participant
Get M.A.D. Global is exactly how we at Get M.A.D. intend to be, global. As we are intending to be established outside of South Carolina as the leader in mentoring solutions for all, we will be planning to extend our services globally. Our overall focus is mentoring! What is mentoring and why is it important? By understanding mentoring and why it’s important we will be able to formulate a mentoring methodology for our mentoring development program. This is important because, not only is mentoring important here in the United States, it’s equally important in other parts of the world.
Mentorship is very important in the workplace especially in the area of training and development. The mentor-protégé relationship is a much needed relationship that begins in the early career stage and this relationship involves the current or new employees and the supervisor or other colleagues that provide work-related guidance. The relationship itself is comprehensive and involves “educational, occupational, physical, social, and spiritual development” (Greenhaus,, Callanan, & Godshalk, 2010, p 211). One of the initial task of the early career the establishment of the career field which involves the gaining of the workplace competence, learn what is needed to excel in the organization, and to gain acceptance in the workplace to be recognized as the valued employee. There are many ways of achieving the above mentioned advantages in the workplace which one main method is through the use of the mentorship program.
"Tech-infused mentoring" by Judy Corner proposes numerous benefits from online technology's application to a company's mentoring program. Unfortunately, her reasoning and procedures do not support her optimistic conclusions. Corner spends too much writing space simply talking about the benefits of mentoring and generally referring to the benefits of online technology without giving nuts-and-bolts implementation procedures. The result is a professional journal article that is really a "fluff" piece.
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.
Accompanied with the current shift towards more organic organisation structures and more emphasis on the learning organisation, mentoring provides a more all round experience to the mentees by getting them confident with their role with the organisation. It also improves communication throughout the organisation by allowing mentees to give feedback and learn in a not so formal fashion which helps people feel more relaxed and develops the formal and informal culture of the organisation.