mentoring draft 6 for review with committee

8/13/2019 Mentoring Draft 6 for Review With Committee

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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." #ormal mentoring programs allow

organizations to create and nurture those relationships by matching more e$perienced employees

%mentors& with less e$perienced employees %mentees& to meet specific agency ob'ectives while helping

those individuals in the mentoring relationship to identify and develop their own talents.

What can organizations achieve through a formal mentoring program?

(eliberate, systematic knowledge transfer

Methods of providing 'ob specific knowledge and insight for those positions requiringe$perience, 'udgment, discretion and soft skills" in order to be effective

Means to create and reinforce a positive organizational culture

)pportunities to shape the workforce of the future in an intentional, deliberate way to meet the

agency*s strategic goals and ob'ectives

+tructured learning for employees assuming new or e$panded responsibilities


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Qualities of successful mentors:

9enuine interest

+ensitivity to other*s needs and development

$cellent listening skills

:ommitment

:onfidentiality

$cellent coaching and feedback skills

The role of the mentor:

;elp the mentee identify with their organization and professional environment

ake responsibility for establishing e$pectations between the mentor and mentee

Make good use of time spent with the mentor


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Mentoring Moel !ssentials

7ust as every mentoring relationship is dynamic and unique, formal mentoring programs are likely to

differ substantially between agencies and occupations. raining

rogram Maintenance

rogram evaluation

When eveloping 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.

+tate the desired outcome or purpose -- the why" of a Mentoring rogram

(efine mentoring for your agency

o gency ob'ectives and measures of success are clearly identified at the outset.

Identify clear goals of the Mentoring rogram

gency assessmentA

o ssess commitment level from top management, middle management

o (etermine 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

+ecure


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MarketingA

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 :ommunicate the program throughout the area or agency

o #acilitate applicationso :onduct participant selection

Matching

o Identify a strategy to match mentor and mentee

o +creening and selection processes for mentors and mentees can match participants through a

variety of means. >hose may include areas of interest!need, availability, personality,

working!learning style

>raining %Mentor and Mentee&

o (eveloping a Cearning :ontract with specific goals identified that are e$plicit, realisticand achievable

o (etermine the length of relationship

o :larifying rolesA mentor, mentee, supervisor of mentee

o :losing the relationship

o )vercoming obstacles in the relationship

o Maintaining confidentiality between mentor and mentee

o valuation of the mentoring process

rogram Maintenance

o >he 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 =ecognition and support of mentors

o >he agency recognizes participants and their contributions to the overall progress and

success of the program.

(ocumentation - Written guidelines e$plainA

o >he goals of the programo >he basic principles of mentoring

o >he specific process of mentoring within the agency

rogram valuation

o )utcome analysis of program

o Information needs of key stakeholders

o >he program is continually evaluated for effectiveness and modified as needed to achieve its

ob'ectives.

() Mentoring Model %rev. 8!61!08& page /


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#lossary:

:oachingA a method of directing, instructing and training in order to develop specific skills or achieve an

ob'ective or goal.

:ounselingA the process of giving advice and counsel, recommending a course of action, or correcting

deficiencies in the performance of a task or function.

;ard skillsA the ability to carry out the technical and professional requirements of a 'ob.

Institutional knowledgeA a collection of facts, concepts, e$periences, insights and know how" acquired

over time by a person or group of people within an organization.

Dnowledge transferA the process through which knowledge about an organization or process gained through

one person*s or one group*s e$perience is transferred or transmitted to another person.

MentoringA a developmental relationship between a more e$perienced individual %the mentor& and a less

e$perienced partner %the mentee& for purposes of sharing technical information, institutional knowledge and

insight with respect to a particular occupation, profession, organization or endeavor.

)rganizational :ultureA a combination of the attitudes, e$periences, 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.

+oft skillsA the ability to engage and interact effectively with others, obtain acceptance, build consensus, and

provide assistance, direction and leadership as needed.

+takeholderA a person, group, organization, or system that can affect, or be affected by, the actions of an

organization.

() Mentoring Model %rev. 8!61!08& page 2


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$ppeni% $: Sample Mentor $pplication

rint legibly or type. lease describe your qualifications in detail. Eou may attach up to one additional

page. resume may also be attached. +ubmit your application and additional information to the staff

person assigned to coordinate mentoring activities within the agency. ll materials submitted will remain

:)@#I(@>IC.

@ameA7ob >itleA

gencyA

(ivision!


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$ppeni% B: Sample Mentee $pplication

rint legibly or type. lease describe your qualifications in detail. Eou may attach up to one additional

page. resume may also be attached. +ubmit your application and additional information to the staffperson assigned to coordinate mentoring activities within the agency. ll materials submitted will remain

:)@#I(@>IC.

@ameA

7ob >itleA

gencyA

(ivision!echnical e$pertise GGdvancing in :areer GG


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$ppeni% &: Sample Mentoring $greement or 'earning &ontract

Mentoring is one of many methods that can be utilized for career development as well as for meeting an

agency*s organizational goals %i.e., improved recruitment, retention, training, and improvement in the work

environment, leadership development, and work performance. In order to define the mentoring relationship

the under signers have agreed that the goals described on the following page are +M=> goalsA

( S ) Specific. 9oals will be written in language that makes the desired outcome specific, and should

stretch" the mentor and mentee to learn and perform.( M ) measura*leA ach goal will be accompanied by a specific measure to determine when the goal has

been achieved or progress has been made in achieving the result.

( $ ) $chieva*leA 9oals should be realistic, so that they can be achieved within the time allotted.

( R ) RelevantA >he task or activity needs to be relevant to the learner. If the goal and activities are not

relevant to the mentee, the mentee will have difficulty completing the activities and accomplishing the goals

that are set.

( T ) TimelyA 9oals need to be accompanied by a date by which the mentor and mentee agree the activity

or result will be accomplished.

>he under signers acknowledge that they are participating in the agency-approved mentoring program, and

that participation does not guarantee promotion or entitle the participants to preferential treatment in

employment related activities.

@ame of gencyA

Mentee %@ame& +ignature (ate

GGGGGGGGGGGGGGGGGGGGGGGGG GGGGGGGGGGGGGG

Mentee*s +upervisor %@ame& +ignature (ate

GGGGGGGGGGGGGGGGGGGGGGGGGGGG GGGGGGGGGGGGGGGGGGGGGGGGG GGGGGGGGGGGGGG

Mentor*s @ame +ignature (ate


Mentor*s +upervisor %@ame& +ignature (ate


rogram :ontact erson %@ame&+ignature (ate


gency ;ead +ignature (ate


(uration of the mentoring program

$pected frequency of meetings for the mentor and mentee



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9oal L5A

Measurement

:ompletion dateA

9oal L6A

Measurement

:ompletion dateA

9oal L?A

Measurement

:ompletion dateA

)ther areas of Mutual agreementA

Mentor +ignature Mentee signature



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Sample + Mentoring $greement or 'earning &ontract

We are voluntarily making a commitment to this mentoring relationship that we e$pect will benefitus both as well as our organization. )ur mutual goals are to have this be a rich and rewarding

relationship wherein learning and developmental e$periences are shared.

)ne of the foundational elements of this mentoring relationship is confidentiality where we agreethat our discussions remain between the two of us in an effort to build trust and learn from our

discourses. >he only e$ception to this would be a situation where someone*s safety is at risk.

>he duration of this mentoring program will be GGGGGGGGGGGGGGGGGGGG.

We agree to meet regularly at GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG.

We are each committing to no less than GGGGGG hours per week to this mentoring relationship.

s the mentor, I agree to provide the mentee with support, access to my time for meetings, guidanceon specific work-related items, advice, honesty, constructive criticism and positive feedback. I will

also seek feedback from the mentee on how I am meeting his!her developmental needs.

s the mentee, I agree to seek clarity when I am not clear, to test my understanding of concepts and

direction given me, willingly assume appropriate developmental assignments, seek feedback and

accept responsibility for my growth, my behavior and my continued learning.

>his agreement should be supplemented by a specific developmental plan to cover the mentoring

period wherein specific goals and evaluation are described.GGGGGGGGGGGGGGGGGGGGGGGGGGGG GGGGGGGGGGGGGGGGGGGGGGGGGGG

Mentor MenteeGGGGGGGGGGGGGGGGGGGGGGGGGGGG GGGGGGGGGGGGGGGGGGGGGGGGGGG

(ate (ate



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$ppeni% , - Mentor.Mentee $ctivity Sessions Summary

MentorA AGGGGGGGGGGGGGGGGGGGGGGGG MenteeA GGGGGGGGGGGGGGGGGGGGGGGGGGGGG

(ateA GGGGGGGGGGGGGGGG >ime +ession ime +ession ndedA GGGGGGGGGGGGGGGGGGGGGGGG

+ummary of +essionA

5. Were activities that were planned at the last session completedH What did you learnH

6. If you could do the same thing again, would you do anything differentlyH What and whyH If

not, why notH What made the activity successfulH

?. Were there other tools or resources you could have used to make the activity more successfulH

B. What is the most important thing you took away from the activityH

lan activities to discuss at the ne$t sessionA

5.

6.

?.

B.

Mentor +ignature Mentee +ignature



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$ppeni% ! - Miway !valuation

,/R!&T/01S: 2lease use this form to review your e%perience with your mentor.mentee up to this

point3 /t woul *e goo to meet with your mentor.mentee to iscuss your e%perience an ecie on

ne%t steps3 The form shoul *e complete in a meeting *etween mentor an mentee3

$ctivities.interactions we have implemente up to now:

Thus far4 in meeting with my mentor4 / have gaine.sharpene the following knowlege an.or skills:

/ have share the following knowlege.skills with my mentee:

The following are other *enefits / am gaining from the mentor.mentee relationship:

The following are ways in which the relationship with mentor.mentee or participation in the program

coul *e more effective:

Suggestions / woul share with new Mentor.Mentee pairs:

$ny other comments:

1ame: 555555555555555555555555555555

,ate: 555555555555555555555555555555

() Mentoring Model %rev. 8!61!08& page 5?


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$ppeni% 6 7 Mentor !valuation

Mentee8s 1ame $gency Toay8s ,ate Mentor8s 1ame

$vaila*ility

. ;ow frequently did you meet with your assigned mentorH

Cess than once a month

very three to four weeks

very two weeks

very week

(aily

he need was not met. >he

Mentor*s capability, behavior and!or knowledge level was, relative to the Mentoring processconsistently unacceptable.

6air While the Mentor occasionally met the needs of the situation and!or the relationship, therewere more times than not that the needs were not met or the optimal behavior was not evidenced.

$verage>he Mentor did provide the needed information, knowledge level and!or behaviors

that were helpful but were not e$perienced by the Mentee as proactive. #or the most part theMentor was minimally responsive and took more of a reactive role versus being proactive and

appropriately assertive in the relationship.

#oo More often than not the Mentor we e$tend him or herself in ways that proved helpful.

;is!her knowledge level provided helpful insight and some degree of advancement of the

Mentee*s knowledge level.

!%cellent:onsistently the Mentor would anticipate needs, was proactive in the learning and

sharing process, was perceptive to anticipate issues and was able to read situations accuratelyand ask helpful and insightful questions that proved to be beneficial to the mentoring e$perience

and the mentoring relationship.

() Mentoring Model %rev. 8!61!08& page 5B


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Mentor !valuation 9cont3

6or each ;uestion please place a check mark in the column that closest represents your

mentorship e%perience3

( Questions 2oor 6air $verage #oo !%cellent

What level of knowledge did your

mentor possess regarding agency andstate policiesH

:ommentA

< >o what degree did your mentor followup on questions she!he could not

initially answerH

:ommentA

: ;ow skilled was your mentor atteaching new conceptsH

:ommentA

( ;ow skilled was your mentor atmodeling professionalismH

:ommentA

;ow skilled was your mentor atproviding a kind and thoughtful learning

environmentH

:ommentA

# ;ow skilled was your mentor at usinghumor as a stress releaseH

:ommentA

9 ;ow skilled was your mentor at

modeling self-careH

:ommentA

; ;ow skilled was your mentor at

promoting the importance of self-careH

:ommentA

I ;ow would you rate your overalle$perience with your mentorH

:ommentA

7

:ommentA

D

:ommentA

() Mentoring Model %rev. 8!61!08& page 5/


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Mentor !valuation 9cont3

1arrative:

5. What was the most helpful aspect of your mentor e$perienceH

6. What was the least helpful part of your mentor e$perienceH

?. Would you consider becoming a mentor in the futureH lease e$plain your answer.



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$ppeni% # - Mentee $ctivity 'og>his document can be used to account for time away from usual work activities.

@ameA GGGGGGGGGGGGGGGGGGGGGGGGGGGGG >itleA GGGGGGGGGGGGGGGGGGGGGGGGGGGGG

gencyA GGGGGGGGGGGGGGGGGGGGGGGGGGGG (iv.!


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$ppeni%


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$ppeni% /: Suggeste guielines for choosing mentors:

>he potential mentorA

5. Is a good role model and has a positive attitude towards the agency, clients and the community.

6. Maintains appropriate personal and professional boundaries.

?. Is in good standing with the agency.

B. Is willing and available to mentor and accept the responsibility.

/. (isplays forethought and initiative in their 'ob.

2. Is knowledgeable about the mentee*s 'ob responsibilities.

4. Is aware of the different learning styles and is supportive and respectful of them.

8. Is able to provide a safe environment" to voice concerns, process and maintain confidentiality

when appropriate.

1. Is able to give and receive constructive feedback.



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$ppeni%

mentoring draft 6 for review with committee

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