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
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.
Both formal and informal coaching and mentoring activities occur in workplaces on a regular basis and are key aspects of workplace learning that enable individuals to develop their skills , understanding, experience and knowledge bases.
Harshman, Ellen M., Rudin, Joel P., Winter 2000. Corporate Mentoring Programs: Legal Landmines? Journal of Employment Discrimination Law, 15281337, Vol. 2, Issue 1. Retrieved from EBSCOHOST database October 15, 2005.
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
“Organizational Management & Leadership A Christian Perspective” defines a mentor as “individuals that provide career guidance, advice, help with obstacles along the way and can explain off culture and politics or give insight into how to make a presentation to different managers within the organization.”
Introduction-Summary of Mentor Experience I have participated in the mentor program for two years and on both occasions I was paired with business owners in the insurance industry. This year was a little different due to his experience level and insight into the world of sales and customer service. Although he did not have an abundance of advice to give about how to get into law school or how to succeed as an attorney, he did give insight on what to do in terms of how to make myself seem more marketable and attributes to develop and work on to stand out from the other candidates for businesses to hire. Mentor information
Tuesday at 10:00a.m., I interviewed with Dr. Ann Griffith about becoming my research mentor and working in her lab. As a potential mentor, Dr. Griffith seems to be prefect in compatibility. She has a great personality and seems to really understand my concerns and schedule. I may bond better with her because she is a woman and she understands a lot of the struggles women endure every day, especially working mothers. She has several publications, one for instance: “Metabolic Damage and Premature Thymus Aging Causes by Stromal Catalase Deficiency”. This paper really gives good insight into understanding the lab’s interest and where I may possible fit into the balance. In the course of our meeting, I was better able to assess Dr. Griffith as my potential mentor based on these aspects and other informative topics from our discussion that would personally affect me the most.
These words that make part of my Mom’s catchy phrases popped- out from my mind as I was waiting to be called. The reason for its retrieval was, a bad habit of mine of taking more than one mint from the free bowl that you can find in the reception counters.
When addressing the fighter pilot shortage, there are two different yet equally important considerations. To think that this is an issue that only plagues ACC and will not extend further is naïve at best. The two problems that must be addressed here are both the retention of current assets as well as the recruiting of future ones. As an AFSOC pilot with only four years of operational status, yet just returned from a sixth deployment, a seventh right around the corner, and an eighth before the end of 2017; I bring a glimpse of the retention issue to the discussion. One of the main issues with the current Air Force environment (on the operations side) is that deployment cycles continue to cause early onset burnout.
Aerospace engineers examine, analyze, design, produce, and occasionally install components that make up aircraft, spacecraft, high-altitude vehicles, and high-altitude delivery systems (missiles). Satisfaction with the romantic image of rocket building can buoy many engineers through the highly anonymous work environments that many of them face. Individuals don't assemble rockets; teams do, dozens of teams working in highly supervised coordination. An aerospace engineer plays some part on one of the teams, spending more of her time (roughly 70 percent) in a lab, at a computer, and assembling reports than doing anything else. Not being able to see the "big picture" frustrates some professionals. The path to becoming an aerospace engineer is a rigorous one, but those who manage to survive the difficult lift-off emerge with an above-average degree of career satisfaction.
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.