Mentorship : Training And Development Essay

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”.

There are many benefits that could be useful for young adults to have a mentor, according to Blue Sky Coaching (2008). One of many, that personally stands out to me, is business and life skills. I think this is very beneficial because whether you have a career mentor as an employee or a child development mentor, they can help you discover the value of life and teach you things that will take you farther then you would go on your own. This skill is something you can't get from just anyone, they have to know the skill and tell you the do's and don'ts of the process the correct way. It could be a volunteer from an organization, all the way up to the CEO of a large flourishing company, they will show you the way to go. Other benefits include: knowledge and contacts, perspective

The Closing Bell Speaker Series “Iron Sharpens Iron”: Why Mentoring Matters So Much was presented by Forest Harper. Forest Harper is the current Chief Executive Officer and President of INROADS Inc. Harper grew up in a poor neighborhood in Fort Pierce, Florida. In high school, Harper was a star athlete in his high school’s Army ROTC program. He attended Morgan State University on a football scholarship. His plan was to become a professional football player. He suffered two knee injuries that ended his football career. He graduated from Morgan State University with a Bachelors of Arts in Social Work. After graduation, he joined the Army and served as a Lieutenant. He spent six years in the Army and rose up to the position of Captain. After the Army, Harper participated in the Executive Leadership Training program at Harvard University. Before becoming the president of INROADS, Harper worked at Pfizer for twenty-eight years. He started as a pharmaceutical sales representative and later became the Vice President of Capability Development in Worldwide Public Affairs and Policy. He was the only African American in his division. This fact inspired him to join INROADS and become a mentor to minority college student. His goal is to help get as many minority college students into the industry they choose. Harper’s own mentor is his uncle Walter Crenshaw, the oldest documented Tuskegee Airman.

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 employs similar methods as coaching; however a more personal relationship is formed between the mentor and mentee. A mentor, as Zey (1984) writes, is ‘a person who oversees the career and development of another person, usually a junior, through teaching, counselling, providing psychological support, protecting and at times promoting or sponsoring’.

Mentoring takes many forms and has many purposes, however, no uniform definition of mentoring exists (Bochke, 2001). Caffarella (1993) defined mentoring as “intense caring relationships in which person(s) with more experience work with less experienced person(s) to promote both professional

The article suggests that the mentor helps in the development of two critical topics. One topic being a career related subject and the other being a psychological subject. The career related subject has to do with the mentor helping the mentee advance

This research study examined the presence or absence of a protégé mentoring mindset from the mentor viewpoint. Also, this research study examined the presence or absence of a protégé mentoring mindset from the protégé viewpoint through the eyes of the mentor. Understanding the presence or absence of a protégé mentoring mindset is important in evaluating the mentoring mindset framework. This framework potentially could serve to set standards at the beginning of a mentoring relationship and serve as a guide throughout mentoring relationships. More notably, the framework possibly could serve as a guide to anchor relationships that grow into lifetime connections. Further, better understanding the foundations upon which mentoring relationships

Mentoring for the mentor is about challenging himself to perform to greater capabilities while nurturing a mentee and stretching them to realise their full potential. Mentors counsel, tutor and guide their mentees in developing themselves.

Mentoring Overview "Leadership mentoring is the formal and informal social construction of professional performance expectations developed through the purposeful interactions between aspiring and practicing principals in the context of authentic practice. This interactive mentoring develops collegial relationships, fosters reciprocal learning between expert and novice, expands leadership capacity and creates a community of practice in which steadily improving role performance is the ultimate goal"(Browne-Ferrigno and Muth, 2006, p. 276). Mentoring focuses more on the informal role in which the mentor provides feedback to the student based on future career planning, interpersonal growth for future success. One-on-one mentoring has been documented as playing a significant in advancing leadership development capabilities in mentees. "[Managers] often motivate their students, unlock previously unrealized skills, and help them achieve world-class levels" (Arnove, 2010, p.47). Mentorship is a personal development teachers have with their students. Mentoring relationships are relatively easy to establish, but keeping the mentee motivated and letting them know long term it's a great transition into young adulthood.

This is an empirical work. The study the authors conducted analyzed the design of the formal mentoring programs and the perceived effectiveness from both mentor and protégé perspectives. The results helped close the gap between science and practice regarding the design of formal mentoring programs (Allen, et al., 2006).

In CIPD (2013) development techniques are used to define coaching and mentoring as one-to one discussion in order to enhance the individual skills, knowledge or work performance. Coaching and mentoring are very important part for training which is considered as the spectrum of talent management, due to this will emphasized on development new skills and directly give benefit to the organization as well as the individual or they assist people to conquer obstacles and develop their career through enhancing relationship with more experienced individuals (CIPD, 2014). However, Flexible techniques used for training are on the use of one-one discussion and focusing to increase knowledge, skills or work performance (CIMA, 2008).

The aim of this essay is to discuss on how the reflection on mentorship will be undertaken, how and why the model of reflection will be used and the importance of confidentiality. I will reflect the mentorship by ensuring that the mentee during clinical practice is put at ease throughout the learning experience of four weeks (Quinn, and Hughes 2007, p. 29). Also, I will use the principle of Kolb’s learning cycle as my model of reflection because reflecting is an essential element of learning. As I am the mentor, I will follow this cycle in a clockwise direction with Jude, so she would have to reflect on the skills learnt by reviewing the whole situation (Kolb’s learning cycle 1984 in Rose and Best 2005, p.129). This would enable Jude to

With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from