Carvin: The amount of involvement required depends on the objective s of the mentorship. For example, a mentorship focused on career pathing , networking or sponsorship may require a significant time commitment at the outset as the plan for the mentorship is developed. A mentorship devoted to psycho-social support or on helping solve specific challenges may take a more sporadic approach based on needs that arise.
At any rate, mentors and mentees should plan on communicating a minimum of once per month. That may morph into times per month or once per 6 weeks but it's a good guideline. The mentor and mentee should also plan on a few hours per month of time devoted to the mentoring and coaching that will be performed individually. Mentees might follow up on a strategy discussed in the mentoring meetings.
Mentors should be brushing up on a particular area of interest, creating learning activities or coordinating meetings to introduce the mentee to colleagues. Heathfield: What must an employee with a mentor deliver to the mentoring relationship for the relationship to succeed for both the mentor and the mentee? What does the employee need to give back?
The five types of mentors you need in your life |
Carvin: One of the exciting and surprising things about mentoring and coaching is that the mentors gain as much as the mentees. I've created a list of the Ten Best Reasons to be a Mentor which outlines some of these benefits. Heathfield: In your experience, how have mentoring and coaching relationships benefitted mentors and mentees? Please share stories that will help the readers understand the possibilities of obtaining and valuing a mentoring and coaching relationship.
Carvin: In addition to career development , increased salary, promotions , and visibility, some of the other outcomes include the following. One simple, but important, story came to me from a mentee who was struggling with her career path. She had the choice between two very different job postings within her company.
On The Power of Being A Mentor
She was really stuck on which one to choose. Her mentor didn't hand her the answer, "Take this one. Instead, the mentor asked the right questions in such a way that she was able to determine the best course of action for herself. She told me that her mentor's guidance had huge ramifications for her future.
She was not sure she would have come to the best conclusion without the assistance of their mentoring and coaching and she now has a framework for how to make difficult decisions. I'll also add that mentoring creates advantages not just for the mentee and mentor but also for the company for which the mentor and mentee work. Starting or expanding a corporate mentoring and coaching program can do wonders for employee retention, commitment, development and succession planning.
Create an outreach plan to find your mentor. Check for a corporate mentoring and coaching program with your HR or training department Identify and approach a senior leader Look within community organizations Network at conferences and seminars Ask for referrals within Industry groups Reach out using social media such as Twitter and LinkedIn Consider someone you highly respected at a former employer.
Decide how you will introduce yourself and request the mentoring relationship. Contact the potential mentor via phone, email, meeting, social media, or a letter. Include in your introduction: the specific reason you thought this person would make a good mentor for you, that you understand that the person is busy and you will expect only a reasonable amount of time from them, the areas you'd like to focus on in the mentorship, and the benefits of being a mentor.
Increased confidence Greater understanding of the organization Sharpened skills Expanded networks Assistance with specific problems. Here are several quotes from other mentees:. A technology mentor will help with technical breakdowns, advise on systems that may work better than what you're currently using, and coach you through new technology and how to best use it and implement it into your daily life.
These mentors are only examples. There can be many more different types of mentors. Look around your workplace, your life, and see who is an expert that you can learn something from. There are two broad types of mentoring relationships: formal and informal. While formal mentoring systems contain numerous structural and guidance elements, they still typically allow the mentor and mentee to have an active role in choosing who they want to work with.
Formal mentoring programs which simply assign mentors to mentees without giving these individuals a say have not performed well. Even though a mentor and a mentee may seem perfectly matched "on paper", in practice, they may have different working or learning styles. As such, giving the mentor and the mentee the opportunity to help select who they want to work with is a widely used approach.
Informal mentoring occurs without the use of structured recruitment, mentor training and matching services.
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Informal mentoring arrangements can develop naturally from business networking situations in which a more experienced individual meets a new employee, and the two strike up a rapport. In addition to these broad types, there are also peer, situational and supervisory mentoring relationships. Informal relationships develop on their own between partners.
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Formal mentoring, on the other hand, refers to a structured process supported by the organization and addressed to target populations. Youth mentoring programs assist at-risk children or youth who lack role models and sponsors. The matching of mentor and mentee is often done by a mentoring coordinator, often with the help of a computerized database registry. The use of the database helps to match up mentees with mentors who have the type of experience and qualifications they are seeking.
There are formal mentoring programs that are values-oriented, while social mentoring and other types focus specifically on career development. Some mentorship programs provide both social and vocational support. In Metizo created the first mentoring certification for companies and business schools in order to guarantee the integrity and effectiveness of formal mentoring. Certification is attributed jointly by the organization and an external expert.
There are many kinds of mentoring relationships from school or community-based relationships to e-mentoring relationships. These mentoring relationships vary  and can be influenced by the type of mentoring relationship that is in effect. That is whether it has come about as a formal or informal relationship. Also there are several models have been used to describe and examine the sub-relationships that can emerge. For example, Buell describes how mentoring relationships can develop under a cloning model, nurturing model, friendship model and apprenticeship model.
The cloning model is about the mentor trying to "produce a duplicate copy of him or her self. In the sub-groups of formal and informal mentoring relationships: peer mentoring relationships are relationships where individuals are at the same skill training, similar positions and stages of career. However, one person may be more knowledgeable in a certain aspect or another, but they can help each other to progress in their work. A lot of time, peer relationships provide a lot of support, empathy and advice because the situations are quite similar. Situational mentoring : Short-term relationships in which a person mentors for a specific purpose.
This could be a company bringing an expert in regarding social media, or internet safety. This expert can mentor employees to make them more knowledgeable about a specific topic or skill. Supervisory mentoring : This kind of mentoring has'go to' people who are supervisors. These are people who have answers to many questions, and can advise to take the best plan of action. This can be a conflict of interest relationship because many supervisors do not feel comfortable also being a mentor. Mentoring circles : Participants from all levels of the organization propose and own a topic.
They then meet in groups to discuss the topic, which motivates them to grow and become more knowledgeable. Flash mentoring is ideal for job shadowing, reverse mentoring, and more. Flash mentoring : Creates a low-pressure environment for mentoring that focuses on single meetings rather than a traditional, long-term mentoring relationship.
Meta-analysis of individual research studies found mentoring has significant behavioral, attitudinal, health-related, relational, motivational, and career benefits. Originally, the concept of mentoring functions was developed based on qualitative research in a organizational context with functions being subsumed under two major factors: psychosocial support e. Especially in the workplace, there are also many benefits for an employer in developing a mentorship program for new and current employees.
Career development : Setting up a career development mentoring program for employees enables an organization to help junior employees to learn the skills and behaviours from senior employees that the junior employees need to advance to higher-responsibility positions.
This type of mentoring program can help to align organizational goals with employees' personal career goals of progressing within the organization. It gives employees the ability to advance professionally and learn more about their work. This collaboration also gives employees a feeling of engagement with the organization, which can lead to better retention rates and increased employee satisfaction.
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High potential mentoring : The most talented employees in organizations tend to be difficult to retain, as they are usually seeking greater challenges and responsibilities, and they are likely to leave for a different organization if they do not feel that they are being given the opportunity to develop. Top talent, whether in an innovation or management role, have incredible potential to make great things happen for an organization.
Creating a mentoring program for high-potential employees that gives them one-on-one guidance from senior leaders can help to build the engagement of these talented employees, give them the opportunity to develop, and increase their retention in the organization. Diversity mentoring : One of the top ways to innovate is by bringing in new ideas from senior employees and leaders from underrepresented groups e. Who is an underrepresented group depends on the industry sector and country.