Intervention: Mentoring
Description:
Mentoring is a collaborative mutually beneficial partnership between a 2 workers in an organisation. It happens between a senior who possesses greater skills, knowledge and experience and a junior who is looking to increase these qualities. Sometimes used in combination with orientation it helps to reinforce good behaviours and “show the junior the ropes”. It gives the mentor the ability to reinforce good behaviours immediately, inform management of any issues or retraining that may need to be done, major breaches or behaviour to be looked at, and a chance for the junior to socialize with pre-established members of the organisation.
High quality, preparatory, mentoring training provides individuals with
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Investing in a successful mentoring process shows the company has an interest and dedication to the development of its staff. With a good mentoring program, managers can look to help new employees “learn the ropes”, help promoted staff fulfil and comprehend new roles, increase communication and socialisation within a workforce and ensure knowledge and “tacit knowledge” and experience is shared and passed along our junior members.
Mentoring is becoming more and more seen within our organisations. It can be shown to help protégés perform better on the job, advance more rapidly within the organisation, express lower turnover intentions than their non-mentored counterparts and report more job and career satisfaction (Poe, 2002).
Research shows that when employees are empowered to make decisions, they become self-directing and take ownership of the process (Stewart & Manz, 1995). When you are looking at the mentoring process as a two way street we can see many benefits to having a mentoring system in place. Managers traditionally will use mentors to ease the workload and give senior members the chance to progress within an organisation. Benefits for the mentor may include a sense of pride and satisfaction of helping others, opportunity to leave a knowledge legacy and increased sensitivity to workplace
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Similar to orientation process, mentoring has a very people-centric feel to it. The main focus of having these training techniques which not only involve top management but also seniors, managers and juniors within the workforce, it improves productivity, alleviates feelings of stress and unease and can impact positively on staff retention. Mentoring also has the ability to help new members within a role or organisation get a feel for the social aspects of a workplace and “open the door” for new members to meet other pre-established workers without fear of rejection or embarrassment.
Although the effectiveness of training has yet to be examined in workplace mentoring programs, training has shown to be critical to the effectiveness of mentoring programs that match adults and youth (Dubois, Holloway, Valentine & Cooper, 2002; Sipe 2002) particularly in Big Brother/Big Sister scenarios for youth mentoring.
Critical
We will be interweaving the experiences Maxine Clark used in business throughout her career and how those experiences measure within the Career Stage Model as discussed in Chapter 17. Each of the team members will be discussing one of the four stages of the model in depth with many examples not only from Ms. Clark but other corporations as well. Our overall focus for each stage will be in the discussion of mentoring programs. We will provide examples and professional studies that discuss the differences between a formal mentor program or an informal mentor program. Below are the four stages and the team members that will be presenting each.
Mentoring can be that hand that reaches down and pulls you out of the pit. Mentoring can change lives forever and create permanent relationships. Mentoring can help a child get on the right track if they do not have someone else to help them. Whether they have grown up without active parents, have gotten into trouble from time to time, or even if they are a straight A student, the youth needs mentoring. It will build a country that has a solid foundation in which the current youth of America will one day lead. Mentoring proves that “regardless of background, [all children] are equipped to achieve their dreams” (Bruce and
Mentoring program becomes instrumental and breakdown barriers as employees are interacting and carrying out the organization’s vision. This allows employees to interact with employees of different cultures and backgrounds with the goal that one will learn more about the individual.
There is little scientific knowledge when it comes to mentoring effects on future outcomes; in addition posing confusion as to how these programs continue to emerge. A major component in regards to program effectiveness is in measurement or evaluation of its structure (Deutsch, N., & Spencer, R., 2009). This is done by conducting surveys, focus groups, and interviews (Deutsch, N., & Spencer, R. (2009); Karcher, M., & Nakkula, M. (2010); Diehl, D. C., Howse, R. B., & Trivette, C. M. (2011); Osgood, 2012; Williams, 2011). Studies gives the researcher insight into knowledge that otherwise wouldn’t be known, in order to understand mentoring reactions and relationship styles better (Karcher, M., & Nakkula, M. (2010); Christens, B. D., & Peterson, N. A. (2012); Diehl et al., 2011; Leyton‐Armakan, J., Lawrence, E., Deutsch, N., Lee Williams, J., & Henneberger, A. (2012); Meyer, K. C., & Bouchey, H. A. (2010).
A good mentor cans a new job applicant up to speed quicker and helps with answers to questions that may arise. Another sign of a good mentorship program that both parties involved can learn from each other. An organization having a mentorship program can assist with employee retention because it will foster employees feeling valued by the company and this in return develops employee loyalty to the organization (Mathis & Jackson, 2017). This can be a win-win situation for the company because employees who feel they are valued tend to take pride in their work and increase
He says that mentoring is something that leaders should do throughout their career since it is not only beneficial to themselves, but it is also beneficial to the person they are mentoring. It is important to identify and groom key players and use aggressive mentoring to not only lift up your employee, but it also improves the skills of the mentor. In today’s society, he has found that it is important to spend at least one day a month mentoring your key players including people who are showing great potential. Mentoring should be done at all levels of leadership, including junior managers. Mentoring is important at all levels of management in order to develop future leaders (Flaum,
In addition, for some mentors, mentoring was a burden or workload issue that often went unnoticed by others. Mentees, too, were concerned by a lack of mentor interest and training and a host of problematic mentor attributes and behaviors (e.g. critical or defensive behaviors). Professional or personal incompatibility or incompatibility based on other factors such as race or gender was also seen by both mentors and mentees as impediments to the success of the relationship. Organizations, too, were confronted with difficulties arising from mentoring programs. Lack of commitment from the organization, lack of partnership and funding problems were reported in some studies, while in others, cultural or gender biases meant that some mentees’ experiences were not
Both counselling and mentoring utilise a lot of the same skills (Clutterbuck and Megginson, 1999), confusing people about which one they need. They are both based on the needs of the client, with an agenda set by the client and share the key aim of attempting to enable clients to help themselves. However, mentoring’s structure is much more informal, sessions can be spontaneous, mainly only when the mentee needs support or advice, unlike counselling where sessions are predetermined and more regular. Additionally, mentoring does not attempt to resolve deep underlying issues, instead it is the acquisition of wisdom to help the mentee progress. Another major difference between the two is that a dual relationship between a mentor and mentee is more accepted and beneficial than between a therapist and client (Bluckert, 2005). As the relationship is slightly different, a mentor is able to provide direction or advice, unlike a counsellor, who enables not advises. Overall, the two may share similar skills, but have very different
Flaxman, E. Evaluating Mentoring Programs. New York: Institute for Urban and Minority Education, Teachers College, Columbia University, 1992.
Workplace mentoring is a centuries-old model of teaching life and work skills to younger trainees. Workplace mentoring not only helps to equip young people to work but also with fundamental life skills.
Organization will keep the mentee on track when remembering what needs to get accomplished and when it needs to be done, keeping his home life calm. Mentors also need to work with the mentee to conduct volunteerism through the community they live in, so the mentee understands if he helps one person, even with the consideration on how small that one thing may have been, someone else may want to help him, when he may be in search of some form of guidance. Teach the mentees about verbal communication, to speak up for what they believe in as long as it seems right for the time, also to know when to back down and count while thinking, before making a reaction. Before this is all done, the mentor will want to tell the family member about what month the mentor believes the mentoring relationship will come to an end and how a small celebratory party will be in place.
Garvey, R. Stokes, P. and Megginson, D. (2009) Coaching and Mentoring theory and Practice. London: Sage
The Boeing Company is an American multinational corporation that designs, manufactures, and sells airplanes, rotorcraft, rockets, satellites, and missiles worldwide also offers of mentorship programs. As part of Boeing’s mentorship program, new employees can experience work life in the business, engineering, HR or IT departments for approximately two years by paired with a mentor at the senior manager or executive level. According to the company’s website, “Mentoring is a relationship between two people involved, as well as the organization to help establish short-range and long-range career goals” (https://www.boeing.com/). This is because mentors take personal and professional pride from being able to help develop a new employee’s career
You will interact with numerous people during your lifetime; however, only important and significant people will make influences in your life. In the movie Something the Lord Made directed by Joseph Sargent, Vivien Thomas, an African-American carpenter who dreams of going to college and becoming a doctor, is forced to work as a lab assistant under the instructions and guidance of an arrogant and eccentric cardiologist, Dr. Alfred Blalock. Despite having no college degree, Vivien Thomas is able to learn medical and surgical skills through the guidance of Dr. Blalock, and their cooperation ultimately leads to the discovery of a cure for blue baby syndrome. Similar to Dr. Blalock’s tutelage, I have learned to love biology under the teaching and mentoring of my biology teacher, Dr. Cron. Even though both Dr. Cron and Dr. Blalock are excellent instructors, they are extremely and uniquely different in their mentoring styles. Differences in mentoring styles can have huge influences and impacts on the mentees’ development of skills, and personalities.
Mentor orientation can be described as “Employees who have seniority… to oversee new hires for a certain time-period and are ultimately responsible for providing much of the training that will take place at work.” (Taylor, 2011) This enables newly hired employees to receive consistent support after the formal orientation and 3 days on the job training. The mentoring support should be planned based on the lessons in the formal orientation program identified above. Since supervisors must continue to do work-related tasks association with leadership at the job-site, mentors can direct, supervise and help new employees refine skills needed to become successful and productive.