John
This may or may not be helpful - it is some stuff from a paper I wrote
proposing mentoring for a federal Govt. department. Call me at work on
02-6293-2384 if you want to discuss it.
Ailsa
ADVANTAGES OF PARTICIPATION IN A MENTORING PROGRAM
Advantages For Mentee
� provides career advice/direction through greater self knowledge
� provides accessible role models
� increases self confidence and career aspirations - being part of a
mentoring program says the organisation values mentee as an individual not
just a cog in a wheel
� develops broader perspectives in junior staff
� provides junior staff with ongoing support and encouragement
� gives junior staff access to inside information and organisational
dynamics
� mentee gets advice on self presentation and behaviour so that they can
fit into formal culture
� mentee learns how to publicise themselves within the organisation,
when to be noticed as an individual and when to be seen working
collaboratively
� mentee learns how to operate successfully within the informal culture,
e.g. who are key decision makers in organisations and which executives have
the real power - if you do not know the rules of the game, you cannot
operate - the only way to know these rules is to be invited by an insider
to participate
� helps women and minority groups break through glass ceilings
� Advantages For Mentor
� exposes senior staff to new ideas
� gives them an incentive to keep up to date
� lets them know what is happening at more junior levels
� gives them a different perspective on the organisation
� increased peer recognition
� opportunity to increase personal reputation by being surrounded by
talented people - this will in turn attract other talented people to work
with that mentor
� provides opportunities to reflect on skills and practices
� time out to update and refresh management skills and knowledge
� an opportunity to challenge the accepted ways of doing things in the
organisation
� a challenging learning experience
� an opportunity to broaden understanding of the organisation
� a stimulating, rewarding and enjoyable experience
� helps clarify mentor's own learning needs
� provides self esteem to individual
� can help senior people avoid feeling plateaued/retiring on the job
POSSIBLE SELECTION CRITERIA FOR MENTORS
� not a direct supervisor/manager
� able to talk about the mentee more than about themselves
� understands the political and organisational dynamics of the
organisation
� has a sound/broad knowledge about the organisation/professional field
� enjoys giving support and encouragement on a one to one basis
� able to offer honest and constructive criticism/feedback
� have own networks of contacts/influence
� sensitive to the needs of others
� respond to individual circumstances
� able to offer mutual respect
� effective listener
� committed to process
� open to new ideas
� accessible and willing to devote sufficient time/effort
� effective time manager
� usually one or two levels higher than the mentee
POSSIBLE SELECTION CRITERIA FOR MENTEES
� willing to assume responsibility for their own professional growth and
development
� willing to honestly examine their own areas of weakness
� receptive to feedback and coaching
SUGGESTED ROLE OF MENTORS
� observing the mentee's behaviour
� listening to mentee's analysis of their own situation
� probe to help the mentee learn more about experiences and their
significance
� challenge the conclusions the mentee has reached
� check and validate technical and non-technical content
� open up other avenues of enquiry
� direct the mentee towards reading material which may give perspective
or provide depth
� reinforcing mentee's effective behaviour/accomplishments
� providing mentee with constructive feedback
� sharing understanding of organisational goals, structures and cultures
� playing the role of inquisitor, examiner, reality tester, teacher,
counsellor, friend
� compensatory - helping women/minority groups catch up on what they
have missed out on
PROPOSED CONTENT OF TRAINING
One day program for Mentors to cover:
� concept
� potential benefits to mentors and mentees
� functions
� personal style and implications for mentoring
� stages, potential and limitations of a mentoring relationship
� identifying mentee's needs
� establishing rapport
� motivating mentee
� active listening/meta questioning
� critical issues in the relationship e.g. initial contract on basis of
relationship
� giving constructive critical feedback
� coaching techniques
� possible development activities (eg work shadowing, special projects,
external study, articles, training programs)
� how to use relationship
� what is reasonable in terms of access, etc
� who initiates meetings
� should meetings be in or out of office hours
� should records be kept of results of meetings
� ethical behaviour
� confidentiality
� what to do if relationship is not working
One day program for Mentees to cover:
� concept
� potential benefits to mentors and mentees
� functions
� personal style and implications for mentoring
� stages, potential and limitations of a mentoring relationship
� identifying mentee's needs
� establishing rapport
� active listening/meta questioning
� critical issues in the relationship e.g. initial contract on basis of
relationship
� getting constructive critical feedback
� possible development activities (eg work shadowing, special projects,
external study, articles, training programs)
� how to use relationship
� what is reasonable in terms of access, etc
� who initiates meetings
� should meetings be in or out of office hours
� should records be kept of results of meetings
� ethical behaviour
� confidentiality
� what to do if relationship is not working
Half day Program for both Mentors and Mentees
� Introductions
� Discussions on nature of relationship
� Drawing up of written agreement to include expectations, roles and
responsibilities, meeting frequency, confidentiality clause, etc.