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Reflection On Mentoring
Reflection On Mentoring
Overview of mentoring
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Abstract
Throughout the United States, private and public-sector companies are facing the problem of a workforce severely lacking in basic workplace skills: More than 40 percent of the U.S. workforce and more than 50 percent of high school graduates do not have the basic skills to do their job.
What makes these statistics even more disturbing is that employee skills are becoming increasingly important in the face of globalization, technological change, trade liberalization, deregulation and other external pressures on organizations today. For many organizations, one solution to the problem of a grossly unprepared workforce is to utilize workplace education programs. These programs are used to develop employees that are proving to be instrumental in turning skills in to profit. (Bloom and Lafleur)
Objectives
1. The first objective of this paper is to explain in detail the components of an effective orientation program.
2. The second objective of this paper is to explain why remedial skill training programs are important in today's business environment.
3. The third objective of this paper is to explain why organizations need performance management and coaching/mentoring systems.
Outline
I. Introduction
II. The details of an effective employee orientation program.
A. An effective employee orientation program has clearly defined objectives. Provide critical information and resources in a timely manner to help make the new employee independently productive as soon as possible. This phase of the orientation should include organization-wide information such as:
1. The organization's mission, vision, values, goals, and customer service perspective
2. Ethics
3. Performance-improvement policies
4. Basic safe...
... middle of paper ...
...ation if managed properly.
References
Bloom, Michael R. and Lefleur, Brenda. Turning Skills into Profit: Economic Benefits of Workplace Education Programs. Retrieved August 29th, 2006 from http://www.workplacebasicskills.com/frame/pdfs/Skills_Profits.pdf
Heathfield, Susan M. Orientation Vs. Integration. About.com. Retrieved on August 26th, 2006 from http://humanresources.about.com/od/orientation/a/orientation.htm
Workplace Education Programs. Retrieved on August 28th 2006 from http://adulted.about.com/gi/dynamic/offsite.htm?site=http%3A%2F%2Fwww.workplacebasicskills.com%2F
Workplace Basic Skills. Retrieved on August 30th, 2006 from http://www.workplacebasicskills.com/begin.htm
Zachary, Lois J. Creating a Mentoring Culture. About.com. Retrieved on August 30th, 2006 from http://humanresources.about.com/od/coachingmentoring/a/mentor_culture.htm
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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.
Williams T. and Green A. (1997), The Business Approach to training (ed.), Gower: Publishing Limited.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
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Brewer, E.W., Campbell, A.C., Petty, G.C. (2000). Foundations of Workforce Education. Dubuque, Iowa: Kendall/Hunt Publishing Company.
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