Mentor Essay

Grossman and Tierney support this by suggesting that mentors should be trained to be more like friends instead of figures of authority. This is based on their findings from analysing the effectiveness of the big brother big sister programme in America who train their mentors in this way. (Grossman and Tierney.1998) However these findings do support but at the same time also go against the findings of Goldner and Maysless in the study they performed in 2008. In this study they suggest that mentoring

1. In your own words, describe what a mentor does. A Mentor is someone who provides support and encouragement to someone who doesn’t have as much experience or isn’t as qualified as them. It is a relationship that is built on the encouraging of one of the parties and the ability to see the best in them and actively wanting that. 2. What legislation, regulations, code of conduct or policy or your organisation would impact upon your mentoring programs? List all that apply. Our codes of conducts would

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. Mentoring my colleagues at work “A mentor is defined as someone who draws on their experience and knowledge to advise and guide a less experienced person to enhance their performance or support their development.” In my career,

This type of one on one training would be the best way to minimize loss of production and to maintain efficiency. Due to the one on one nature of the mentor solution, the new employees would be able to get a full picture of the position through their opportunity to ask important clarifying questions. In this way, the mentor program is individualized to the employee. They are able to learn the job at their own pace, and manner. However, the biggest con to this plan is the cost. This plans

loud, overbearing personality in emergency. As explained by Gillespie in Module 3 “Gillespie (2002) notes that ‘fit’ in a relationship is influenced by all that is encompassed by the two individuals that come together in the relationship”. “A strong mentor is able to encourage the protégé to take on new projects and then stand back and watch them grow, allowing them to “reap the glory” (Faut-Callahan, 2001). This would be phase three of the process and being able to reassign some of the responsibility

mentoring within schools and a learning mentor to be more specific. Firstly this essay will look at the difference between coaching and mentoring. Both coaching and mentoring are processes that allow both individual and schools to achieve their full potential. Coaching and mentoring share many

Executive Summary Some major business executives may say that earlier in their career they established a mentor relationship that helped them to get to where they are in their career. Research has shown that this statement can be true for some executives but not for all. Some experts believe that just having mentor relationships can or cannot affect someone’s career path and development. The purpose of this paper is to explain exactly what mentoring is and how it successful works within the workplace

providing a mentor for high performing employees not only helps them settle into their job and company environment, but also contributes to a lower employee turnover rate and greater job satisfaction. A mentor, basically, is someone who serves as a counselor or guide.

1. In your own words, describe what a mentor does. 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. 2. What legislation, regulations, code of conduct or policy or your organisation would impact upon your mentoring programs? List all that apply. • State/Territory and Commonwealth legislation and regulations such

1. Our Level of Influence is not Static Maxwell and Dornan commence by addressing several fallacies related to becoming a person of influence. One myth the author attempts to dispel is that past performance always determines future success. They assert that an individual’s “level of influence is not static” (1997, Introduction, sec. “Positive Influencers Add Value”, para. 2). One need not assume their impact with others in the past dictates their influence with them tomorrow. Paul describes a similar