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What it workplace mentoring? Workplace mentoring is a learning partnership betw

What it workplace mentoring? Workplace mentoring is a learning partnership between employees for purposes of sharing technical information, institutional knowledge and insight with respect to a particular occupation, profession, organization or endeavor. Mentoring is perhaps best described as a developmental process - dynamic and unique to each person. Informal mentoring relationships may develop in the work setting when a more seasoned employee takes a new employee “under his/her wing.” Formal mentoring programs allow organizations to create and nurture those relationships by matching more experienced employees (mentors) with less experienced employees (mentees) to meet specific agency objectives while helping those individuals in the mentoring relationship to identify and develop their own talents. What can organizations achieve through a formal mentoring program?  Deliberate, systematic knowledge transfer  Methods of providing job specific knowledge and insight for those positions requiring experience, judgment, discretion and “soft skills” in order to be effective  Means to create and reinforce a positive organizational culture  Opportunities to shape the workforce of the future in an intentional, deliberate way to meet the agency’s strategic goals and objectives  Structured learning for employees assuming new or expanded responsibilities  Identification of talent and development of organizational leadership Benefits to Mentees: page 2  Personal and professional growth  Acquisition of new technical, interpersonal and/or leadership skills  One-on-one opportunities to know and understand the agency from the inside out  Expanded relationships within a profession and/or an agency  Opportunity to mentor other employees in the future Benefits to Mentors:  Opportunities for mentors to hone their own coaching, counseling and leadership skills  Development of new professional and organizational contacts  Exposure to new ideas, technologies and perspectives through their relationship with mentees  Personal satisfaction  Expanded relationships built on mutual trust and shared learning What the Statistics Say:  A survey of Fortune 500 companies showed 96% reporting that mentoring was an important employee development tool. 75% said it was a key factor in their own personal success.  71% of Fortune 500 companies and private companies use mentoring in their organizations.  77% of companies that have a mentoring program indicate that it improved both employee retention and job performance.  A survey of college and graduate students showed that 60% said mentoring is a key factor in job selection.  15-20% of standard formal training is relevant to employee needs, because it is designed for everyone. Mentoring allows for instruction and advice to be tailored to the individual needs of the mentee.  A survey reported in Fortune in January 2000 indicated that of the top 25 firms, 76% offer mentoring programs. page 3 Qualities of successful mentors:  Genuine interest  Sensitivity to other’s needs and development  Excellent listening skills  Commitment  Confidentiality  Excellent coaching and feedback skills The role of the mentor:  Help the mentee identify with their organization and professional environment  Be prepared to help the mentee through difficult situations  Work with the mentee to develop his/her self-confidence  Ensure communications are clear, open and reciprocal  Help develop creative and independent thinking  Maintain confidentiality Qualities of successful mentees:  Genuine interest in personal growth and professional development  Strong commitment to learning and acquiring new skills  Receptive to honest, constructive feedback  Willing to take risks as part of the learning process  A sense of self and personal vision Role of the mentee:  Develop mutually agreeable goals for the mentoring relationship that are specific, measurable, achievable, realistic and timely  Communicate openly and honestly with the mentor  Take responsibility for establishing expectations between the mentor and mentee  Make good use of time spent with the mentor  Be mindful of the mentor’s needs and expectations  Be trustworthy and maintain confidentiality page 4 Mentoring Model Essentials Just as every mentoring relationship is dynamic and unique, formal mentoring programs are likely to differ substantially between agencies and occupations. By way of example, a mentoring program designed to enhance the recruitment and retention of Civil Engineers is bound to look very different from one intended to improve the quality of psychiatric nursing, or one developed to provide newly hired human services personnel with the skills, information and experiences they need to successfully manage an active caseload. While there may not be a “one-size-fits-all” program appropriate to New Hampshire State government, there are some basic elements that should be incorporated into every mentoring program:  Identification of desired outcomes  Establishment of clear goals for the program  Assessment of the mentoring climate, including commitment, cultural readiness, resources and access  “Buy-In” by management, participants and key stakeholders  Marketing the program  Matching mentors with mentees  Training  Program Maintenance  Program evaluation When developing your mentoring program…  Identify a key contact person who will coordinate and be responsible for follow-through on establishing, supporting and maintaining the mentoring program.  State the desired outcome or purpose -- the “why” of a Mentoring Program  Define mentoring for your agency o Agency objectives and measures of success are clearly identified at the outset.  Identify clear goals of the Mentoring Program  Agency assessment: o Assess commitment level from top management, middle management o Determine cultural readiness o Identify key stakeholders who are committed to the success of the mentoring partnership (agency head, mentors, mentees, supervisors, customers). o Identify resources needed and resources available  Secure Buy-In where necessary and appropriate page 5  Marketing: o Identify a mentee profile (who would be eligible to participate) o Identify a mentor profile (what qualities and/or criteria will be used for identifying and selecting mentors) o Communicate the program throughout the area or agency o Facilitate applications o Conduct participant selection  Matching o Identify a strategy to match mentor and mentee o Screening and selection processes for mentors and mentees can match participants through a variety of means. Those may include areas of interest/need, availability, personality, working/learning style  Training (Mentor and Mentee) o Developing a “Learning Contract “ with specific goals identified that are explicit, realistic and achievable o Determine the length of relationship o Clarifying roles: mentor, mentee, supervisor of mentee o Closing the relationship o Overcoming obstacles in the relationship o Maintaining confidentiality between mentor and mentee o Evaluation of the mentoring process  Program Maintenance o The key contact person trained in mentoring is assigned to monitor the program to assist participants through the application and screening process, monitor progress and evaluate progress. o Identify a monitoring process (tracking system, written records, disputes, obstacles, pre- mature relationship closure) o Recognition and support of mentors o The agency recognizes participants and their contributions to the overall progress and success of the program.  Documentation - Written guidelines explain: o The goals of the program o The basic principles of mentoring o The specific process of mentoring within the agency  Program Evaluation o Outcome analysis of program o Information needs of key stakeholders o The program is continually evaluated for effectiveness and modified as needed to achieve its objectives. page 6 Glossary: Coaching: a method of directing, instructing and training in order to develop specific skills or achieve an objective or goal. Counseling: the process of giving advice and counsel, recommending a course of action, or correcting deficiencies in the performance of a task or function. Hard skills: the ability to carry out the technical and professional requirements of a job. Institutional knowledge: a collection of facts, concepts, experiences, insights and “know how” acquired over time by a person or group of people within an organization. Knowledge transfer: the process through which knowledge about an organization or process gained through one person’s or one group’s experience is transferred or transmitted to another person. Mentoring: a developmental relationship between a more experienced individual (the mentor) and a less experienced partner (the mentee) for purposes of sharing technical information, institutional knowledge and insight with respect to a particular occupation, profession, organization or endeavor. Organizational Culture: a combination of the attitudes, experiences, beliefs and values of an organization that controls the way in which members of the organization interact with one another and with their customers, clients and stakeholders. Soft skills: the ability to engage and interact effectively with others, obtain acceptance, build consensus, and provide assistance, direction and leadership as needed. Stakeholder: a person, group, organization, or system that can affect, or be affected by, the actions of an organization. page 7 Appendix A: Sample Mentor Application Print legibly or type. Please describe your qualifications in detail. You may attach up to one additional page. A resume may also be attached. Submit your application and additional information to the staff person assigned to coordinate mentoring activities within the agency. All materials submitted will remain CONFIDENTIAL. Name: Job Title: Agency: Division/Bureau/Work Unit: Work Number: Fax Number: E-mail Address: _______________________________________________________ Briefly describe any prior experiences as a mentor or mentee in either an informal or formal partnership. State at uploads/Management/ mentoring-guide.pdf