Mentorship Program Action Plan
If your company is extremely formal,
it might be best to
have a formal application process, minimum time requirements,
and set durations for the mentoring relationship (typically mentoring
relationships last between
six months and two years, depending on
the goal of
the mentee). This mentee-driven methodology increases the speed in which matches
are created and reduces the amount of
administrative time required to manage the program. There are a variety of online mentoring technology programs available that can be utilized
to facilitate this mentee-driven matching process.
In order to develop a program that best fit Morgan Stanley's goal-;to retain women employees in sales-;Barbara
Adolf, who has since founded a
human services consultancy
in New York, started by choosing a group of
leaders from different departments in the company to
brainstorm a curriculum, and list what makes employees successful at the company, for
mentoring sessions.
For example,
their affinity groups —
Blacks at Bain, Latinos at Bain, BGLAD (a GLBTQ group), Women at Bain and
Veterans at Bain — “their members additional levels of
connection via coaching,
mentoring and professional development.”
Beyond that, the
company pairs many of its more junior-level employees (like
Summer Associates and Associate Consultants) with experienced professionals
for mentoring and
coaching opportunities. The matching committee reviews the mentors'
profiles and the coaching goals sought
out by the mentees and makes matches based on areas for development,
mentor strengths, overall experience, skill set,
location and objectives.
Use the
information obtained through these meetings and
evaluations to assist current participants in achieving their goals for the program and to improve the
mentor program for future mentors and protégés. You've established what goals a mentoring program
can achieve for your company, set up a structure that fits your company culture, and
now you are sending
your matched pairs off to work. The SSP Mentorship program connects professionals at all career levels and provides both mentors
and mentees opportunities to
develop new relationships, share experiences, and learn from others outside their
organizations.
In the United States, advocates for workplace equity in the second
half of the
twentieth century popularized the term "mentor"
and concept of career mentorship
as part of a larger social
capital lexicon which also includes terms such as glass
ceiling, bamboo ceiling, networking, role model, and gatekeeper—serving
to identify and address the problems barring
non-dominant groups from professional success. This relationship promotes "the development and growth of
the latter's skills and knowledge through the former's experience."
In many secondary and post-secondary schools,
mentorship programs are offered to support students in
program completion, confidence building and transitioning
to further education or
the workforce.
While the mentorship program is a formal and structured experience,
ideally your mentors and mentees will develop working relationships with one another that
strengthen the
personal connections both parties feel to their colleagues
and the workplace as a whole. Department of Education’s Mentoring Resource Center reviews common challenges
that arise throughout the life of a
mentoring relationship with a young
person and provides recommendations for how mentors
can anticipate and manage these
challenges in the best interest of
the youth with whom they are working.
Mentoring Guide for Life Skills This extensive guide provides a
framework for mentoring young women and girls with
a focus on developing life skills.
Youth mentoring programs assist at-risk children or
youth who lack role models and
sponsors. In business,
formal mentoring is part of talent management strategies which are used
to groom key employees,
newly hired graduates, high-potential employees and
future leaders. It reviews key elements of
program design, recruiting and supporting mentors and mentees, and provides examples
of relevant programming
and data tools. Considerations
for Mentoring Indigenous Children and Youth, this guide contains 10 considerations for
the design and delivery of quality mentoring programs for
and with children,
youth and families of
Indigenous descent.
A 2012 literature review by EPS-PEAKS
investigated the practice of business mentoring,
with a focus on the
Middle East and North Africa region. The review found strong evidence to suggest that business mentoring
can have real benefits for
entrepreneurs, but highlights
some key factors that need to be taken into account when
designing mentoring programmes for this to be the case, such as the need to balance a formal and informal approach and
to appropriately match mentors and mentees.
The National Mentor Partnership's Elements of Effective Practice
for Mentoring publication details research-informed and
practitioner-approved standards for
creating and sustaining quality youth
mentoring programs and
consequently, impact mentoring relationships. Another method of high-potential
mentoring is to place the employee in
a series of
jobs in disparate areas of an
organization (e.g., human resources, sales,
operations management, etc.) all for short periods of
time, so they
can learn in
a "hands-on", practical fashion, about the organization's structure, culture, and methods.
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A study of
1,162 employees found that
"satisfaction with a mentoring relationship had a stronger impact on
attitudes than the presence of a mentor, whether the relationship was
formal or informal,
or the design of a formal mentoring
program." So even when a mentoring relationship is established, the actual relationship
is more important than
the presence of a relationship.
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