best practices in mentoring by management mentors

8/10/2019 Best Practices in Mentoring by Management Mentors

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Best Practices In Mentoring

Attracting, Developing &Retaining Your Talent


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Best Practices & Standards In

Mentoring Programs

Management Mentors implements mentoring programs in organizations thatwant to establish a more connected work environment for their people.

Mentoring is a much sought after method of development. It gives access toskills, knowledge, experience and insight that other initiatives are unable todo.

The classic outcomes that mentoring programs make possible are: increased staff retention greater advancement of minority and female staff increased productivity in all areas

The following presentation explains more about mentoring and ManagementMentors philosophy.

For more information, contact Management Mentors at 617-789-4622.


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Mentoring Is

A strategic approach to developing an employee(mentoree). Pairs him/her with a more experienced employee (mentor)

who will teach , coach , counsel and encourage .

A flexible concept that should reflect the unique

culture and objectives of your organization. For this reason no two mentoring programs are the same

and

off-the-shelf

programs are not as effective.


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The Case For Mentoring

"In 2010, the Corporate Leadership Council of theCorporate Executive Board surveyed 880 high-potential employees. More than 25 percent said theyplanned to change jobs within the next 12 months.That's potential attrition 2.5 times greater than justfive years earlier. Among the dissatisfied, 64 percent

said their current employment experiences arehaving little impact on their development.

The Society for Human Resource Management (SHRM), August 2011


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A disparity between confidence in growth andaccess to talentonly 30 % of CEOs believe theyhave the talent they need .

-PwC notes in its 15 th Annual Global CEO Survey

almost 60% of North American companies arehaving trouble attracting critical-skill employees, anincrease over 2010.

-Tower Watson, 2011/2012 Talent Management andRewards Study, North America
http://www.towerswatson.com/research/5563


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"In an effort to school senior executives intechnology, social media and the latest workplacetrends, many businesses are pairing uppermanagement with younger employees in a practiceknown as reverse mentoring. The trend is taking offat a range of companies, from tech to advertising .

-An article from The Wall Street Journal onreverse mentoring, November 2011

A mentoring initiative can not only lead to higherretention but also attract new talent bydemonstrating a companys commitment to

professional development through mentoring.


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The Leader In Mentoring

Since 1989, Management Mentors has led themarket in the research, development andimplementation of mentoring programs.

Through this ongoing work in the education and

excellence of Mentoring Programs, we haveestablished best practices and standards thatprovides the foundation for the greatestsuccess.


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Best Practices & Standards

8 Core Standards identified in:

Design Implementation Matching Training

Program Management Program Evaluation Quality Control Role of the Mentoring Program Manager


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Formal vs. Informal Mentoring

Informal Mentoring

Goals unspecified Outcomes unknown Access limited and may exclude employees Mentorees/Mentors self-select

Mentoring lasts a long time No training/support Organization benefits indirectly


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Formal vs. Informal Mentoring

Formal Mentoring

Goals established Outcomes measured Access open to all who qualify Mentorees/Mentors matched

Training and support provided Mentoring time limited (9-12 months) Organization benefits directly


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Coaching vs. MentoringCoaching Something managers must do for all their staff, a required part

of the job Takes place within the confines of the formal line manager-employee relationship

Job and performance focused-focuses on developing theindividual within their current job.

Interest is functional-arises out of the need to ensure that the

individual can perform the tasks required of the job to the bestof their ability. Relationship tends to be initiated and driven by the individual

smanager.

Relationship is finite-ends as individuals move on to work inother jobs under other line managers.


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Coaching vs. Mentoring

Mentoring Formal-the individual

s manager is not the mentor. Takes place outside the line manager relationship. Is focused on professional development that may be outside of

the mentorees area of work. Interest of the mentor is personal in that the focus is on the

mentoree to provide support both professionally and

personally. Relationship may be initiated by mentor and/or matched by

organization. Relationship crosses job boundaries. Informally, managers may choose to do for specific, selected

employees.


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Why Formal Mentoring?

Links competency development to strategic businessneeds

Ensures that skills are developed

Involves companys experts in process

Creates and promotes a learning and diverse culture


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Mentoring and Strategic

Business Objectives

Effective mentoring is directly tied to your strategic andbusiness objectives. Examples of how our clients havelinked their programs with their objectives include:

Executive/career/professional developmentHigh potentialsSuccession planning

Attract and retain talent

Support diversity goals forRecruitmentRetention

Visibility and overcoming

glass ceiling


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Key Issues In Mentoring and Diversity

Supporting diversity initiatives is one of the common waysManagement Mentors has helped companies succeed. If

you are considering a mentoring program as part of yourdiversity commitment, consider the following:

Commitment. Mentoring should not be

window dressing

forthe company. Be sure you can commit at the highest levels.

Inclusiveness. The program must include a diverse group ofmentors and mentorees.

Diversity in program. Include diversity components in design,training and support.

Consider appropriate use of Mentoring Models.


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The Case For Mentoring & Diversity

..minority executives in our study developed threefundamental personal resources that were critical totheir later success: competence, credibility, andconfidence. These resources were acquired as aresult of work experiencesand the testing,and mentoring they received during this crucialperiod

.Breaking Through, Thomas & Gabarro p.31


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Best Practices Approach

The following slides contain an overview only.For a detailed explanation of our approach to Mentoring Program Design,

Training, Support and Evaluation contact us to arrange a freeconsultation.

www.managemen t -men to r s . com [email protected]

617-789-4622
http://www.management-mentors.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]://www.management-mentors.com/http://www.management-mentors.com/http://www.management-mentors.com/


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Best Practices In Mentoring

Mentoring Pilot


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Mentoring Pilot

Management Mentors Pilot Program allows companiesto try mentoring in the organization, understand theprocess, and measure results before rolling it out to alarger audience. The following slides provide highlightsof how this program is put together and implemented inyour organization. For a more detailed discussion of

how mentoring would work in your environment, pleasecontact us directly.


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Key PlayersFor the pilot program (and for successful implementation beyond thepilot) there are key resources required.

A

Champion

from Senior ManagementSuccessful mentoring starts with support from the top Mentoring Program Manager

This individual is the internal project manager. They oversee the mentoring team,manage the pairing, and keep the Senior Management team apprised of the programsprogress.

Mentoring Design/Implementation TeamThis group of people, overseen by the Program Manager, work with ManagementMentors to focus the program on your organizations specific goals and culture

Management Mentors ConsultantOur expertise and extensive experience make the difference between a successfulprogram with a long life and results versus one that is a drain on company resources.


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Key Components of a

Successful Pilot

Design Committed Design Task Force Effective Program Manager Clear Program Purpose Well Defined Goals Established Guidelines

Use of the Appropriate Mentoring ModelImplementation Committed Implementation Task Force Internal Marketing A Well Defined, Proven Application, Selection, Interviewing

and Matching Process


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Key Steps In Creating ASuccessful Pilot

Training Phase Conduct training for Mentors, Mentorees, Mentoree Line

Managers and Program ManagersMaintenance Phase Program Manager On-Going Training Meetings and Support

Completion Relationship Completion Modules Evaluation Process Measuring Results Weave key learnings into program changes and expansion


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Products, Materials & Support

Management Mentors is committed to your success. Weoffer one of the most comprehensive programs in themarket with a full set of training and support materials thatbegin with designing the program and carry you throughimplementation, maintenance, and even tips and advicein the years beyond.

Training in Mentoring Relationships

Manual and Program

Group Mentoring

Manual and Program

Finding Your Own Mentor

Manual and Program

Mentoring Facilitation

Manual and Program

Executive Mentoring

Manual and Program


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Products, Materials & Support (cont d)

Program Manager Manual & ProgramProgram Managers Resource & Guide Communication Styles in Mentoring Instrument.(Group & Individual)Supporting Forms and Documentation

CertificationBest Practice Review & ConsultancyMentoring Program Management & Support service


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Technology OptionsManagement Mentors supports clients in a variety of ways. Besides our comprehensive materialsand documentation, we also offer online tools that can help you achieve best in class mentoring.

Onl ine Mentor ing Management Sys tem Mentoring Comple te

Customizable corporate mentoring software that fosters a mentoring culturewithin your company or organization. Mentoring Complete is an onlinementoring program that boasts ease-of-use, simplified set-up, and advancedreporting, with the features you want and the benefits you desire.

Onl ine Mentor ing Training ProgramMaximizing Success

Our interactive, online course introduces mentors and mentorees to crucialmentoring skills and key concepts of corporate mentoring programs. Through

audio skits, interactive quizzes, and dynamic tutorials, Maximizing Successstudents will walk away with the skills they need to develop successfulmentoring relationships.

Mentoring Program Manager Certification This course provides detailed information on being a Mentoring Program

Manager from how to create and implement a program, to how to train andmonitor success.


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Your Next Step In Creating A

Successful Mentoring Program

Contact Management Mentors Today!

The application of our acclaimed Best Practice Process and Standards willinclude recommended timeframes, support materials and documentation,appropriate use of Mentoring Models along with our experience of pitfallsto avoid, success factors to include and our expertise on Diversity withinMentoring.

www.management-mentors.com [email protected]

617-789-4622
http://www.management-mentors.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://www.management-mentors.com/http://www.management-mentors.com/http://www.management-mentors.com/

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