1. National Aeronautics and Space AdministrationNASAMentoringProgramFrameworkMay 2007

2. Table of ContentsSection PageAgency Mentoring Goals1 Purpose of Mentoring at NASA1 Alignment with NASAs Workforce Strategy2 Technical Knowledge 2 NASA Leadership Development Framework 2 Mentoring Partnerships at NASA3 Roles and Responsibilities3 Mentoring Metrics 4 Mentoring Program Guidance and Handbook 4 Center Mentoring Programs and Structure 5 Appendix A: Annual Mentoring program Report Submitted by Center Mentor Coordinators 7 Appendix B: Annual Mentoring Program Report Submitted by NSSC 8 3. NASAs Mentoring FrameworkAgency Mentoring Program GoalsThe goal of NASAs Mentoring Programthat can help in meeting the employees is to provide a formal or informal men- technical and/or leadership development toring experience to NASA employees.goals. Active mentoring programs sup- Such a program will be made available port employee career development goals at NASA Headquarters and each Center. and ultimately, the Agencys mission. Programs will provide for matching em- ployees with individuals who have ex- perience, knowledge, and informationPurpose of Mentoring at NASA Mentoring provides: An open environment where A vehicle for transferring formal toinformation is shared;informal organizational Opportunities for frequentknowledge;and open interaction between Enhanced communication and col-employees at different organiza-laboration at all levels;tional levels or disciplines; Improved individual motivation, Relationship-building activitiesperformance and innovation;to share organizational knowledge; Transfer of technical knowledge,when applicable. 1 4. Alignment with NASAs Workforce StrategyNASAs Workforce Strategy states that demonstrate the NASA values along with NASA is strongly committed to a principle of the identied competencies for that role. life-long learning for its employees. Learn- Mentoring is a specic element cited within ing focuses on both the acquisition of techni-this strategy. Mentoring and Coaching, Ex- cal knowledge and leadership development. perience (including developmental oppor- tunities), Continuing Training and Educa- Technical Knowledge tion, and Assessments are the key elements used at NASA to support the development Technical mentors thoroughly understand of Agency employees, managers, and lead- the engineering, scientic, or administra-ers. The learning provided by mentoring is tive knowledge, skills, and abilities re- both to the individual being mentored and quired for the individual to be successful in to the mentor. NASA has found both for- their position at NASA. A technical mentormal programs and informal matches highly shares knowledge, experience, and insight valuable to the development of employ- and has the ability to effectively teach theees. The LDF recommends levels of lead- skills of the trade. An effective technical ership, including individual, the inuence mentor combines competence, experience, leader, rst line supervisor, manager, and and the ability to communicate and listen.senior leader both be, and have, a mentor.NASAs Leadership Development Framework Mentoring is also an essential com- ponent of NASAs leadership de- NASAs Leadership Development Framework velopment programs including: (LDF) denes mentoring as an informal or formal relationship, between an individual and Senior Executive Service Career peer or a more senior manager usually out ofDevelopment Program the individuals chain of command that targets(SESCDP). dialogue and discussion about career manage- Leadership Development Program ment, organizational environment, technical (LDP). knowledge, etc. Mentoring is not meant to be focused solely on near-term performance. Foundations of Inuence, Rela- tionships, Success and Teamwork A mentor provides knowledge, information, (FIRST). and advice based on his/her experience. The Academy of Program Project & focus is on passing on technical or leadershipEngineering Leadership- Lead- guidance that helped the mentor be successful ers as Teachers and Mentors. in a similar situation or position in the past. (Program currently inactive.) Each leadership role within the Leadership Development Framework contains compo- nents that enable employees to achieve and2 5. Mentoring Partnerships at NASAA formal mentoring program and/or an in-mal mentoring enables not only the growth of formal mentoring process are both accept- the individual employees but allows for the able ways of providing this development.growth and development of the organization.Formal mentoring is a system for encour-Informal mentoring processes can be equally aging development using a structured ap-valuable to employee development. The in- proach to enhancing employee talents andformal process may also include the elements abilities. It capitalizes on the experiencesidentied above. of successful individuals (mentors) who are committed to helping develop a highly-To be effective both the formal programs, skilled, high-performing workforce. A for-and the informal process, need to also include mal mentoring partnership is comprehen- clear and visible senior leadership support, a sive and includes development of a plan, aresponsible point-of-contact that employees facilitated matching process, and specic know about, and a set of guidelines for initi- training and clear goals and measures. For- ating and sustaining mentoring relationships.Roles and ResponsibilitiesNASAs Ofce of Human Capital Manage- who supports their developmental needs with- ment (OHCM), Workforce Management and in the Centers available resources. Development Division (WMDD) is respon- sible for creating policy, guidelines, and aNASA Center Training Ofcers and Mentor framework for mentoring programs within Program Coordinators are responsible for the the Agency. These policy guidelines and integrity of the mentoring programs or pro- framework are created in consultation and cesses and for providing data and information, with input and feedback from the NASA not available through SATURN required to an- Headquarters and each Center. The WMDDnually assess program effectiveness. Annual is also accountable for assessing the overall data and information reporting requirements effectiveness of NASA mentoring programsare dened in Appendix A. annually, benchmarking with industry and other Federal agencies, sharing data andNASA Shared Services Center (NSSC) is reporting effective practices and lessons responsible for obtaining data through SAT- learned, and providing advise to CentersURN and conducting an annual assessment of in establishing or redesigning programs, if Center Mentoring programs and providing an needed. overall evaluation of the programs effective- ness Agency-wide. NASA Center Human Capital Directors (HCDs) are responsible for ensuring CenterGuidelines for this report and assessment are employees have equal access to a mentor outlined in Appendix B.3 6. Mentoring Metrics Metrics supportive of improving perfor-performance and effectivenessmance and maintaining program integrityhas improved.include: o The extent to which mentoring better enabled the employeeData Measures: to achieve program goals and objectives. Total number of formal and informal o The extent to which mentoring mentoring relationships.has improved technical Number of employee on waiting listknowledge and leadership for mentors.capacities as dened in NASAs Number of available mentors.leadership model. Program costs.Effective Practices and Lessons LearnedProgram Measures: to support sharing of information and Including:continued improvement of all Centero How the mentoring program enabled mentoring programs.the employee to meet his/her devel-opmental goals.o The extent to which the employeesMentor Program Guidance and Handbook NASA Centers are free to establish mentor- A guide for mentoring programs is avail-ing programs, structures, and/or processes able for Center use at:that best meets their Center unique require-ments and cultural needs.http://nasapeople.nasa.gov/Training/ coachmentor/default.html. 4 7. Center Mentoring Programs or StructureNASA Agency Lead: Christine Williams, Director Leadership Development and Executive Coaching, 202-358-2146. Center Mentoring Program Name Center Mentor& InformationCoordinatorAmesInformal Program in Place Jane BabiczJane.K.Babicz@nasa.govAPEX (for Program Participants)(650) 604-5281Contact Center Mentor Coordinator Claire SmithClaire.smith-1@nasa.gov (650) 604-0553DrydenMid-level Mentoring ProgramLeslie Doss Contact Center Mentor Coordinator Leslie.B.Doss@nasa.gov(661) 276-7312GRC Advancing Careers and Employee Jennifer BuddSuccess (ACES) MentoringJennifer.1.budd@nasa.gov Program and Co-op Mentoring (216) 433-8021 Program Contact Center Mentor CoordinatorGSFCGoddard Mentoring ProgramMark Goldman Contact Center Mentor Coordinator Mark.s.goldman@nasa.gov(301) 286-8852HQHeadquarters MultidimensionalSherry McAllister Mentoring Program Sherry.l.mcallister@nasa.gov http://www.hq.nasa.gov/ofce/(202) 358-1633 codec/cc/Pages/mentoring.htmJSCJSC Mentoring Program Tammie Wrighthttp://jsc-hro-nebs:8080/ tammie.l.wright@nasa.gov(281) 483-0592KSCContact Center Training OfcerJim Norman Contact Center Mentor Coordinator James.h.norman@nasa.gov(321) 867-71235 8. Center Mentoring Program NameCenter Mentor & Information CoordinatorLaRCContact Center Training Ofcer Donna Phillips Donna.L.Phillips@nasa.gov 757-864-2595MSFC Contact Center Mentor Ofcer Jannie MoyersAmanda.J.Moyers@nasa.gov 256-544-7552SSC SSC Mentoring ProgramAnita Douglashttp://sscportal.nasa.gov/hr anita.w.douglas@nasa.gov (228) 688-3698JPLContact Center Mentor CoordinatorMary Ellen DerroMaryellen.derro@jpl.nasa.gov 818-354-9833NASA AgencyNASA Leadership DevelopmentChris Williams Programs Program (LDP)cwilliam@hq.nasa.gov http://ldp.nasa.gov(202) 358-2146NASA Senior Executive Service Lauren LeoCareer Development Program Lauren.leo@nasa.gov(SESCDP) (202) 358-1333 Contact Program Director NASA Administrators Fellowship Mabel Mathews Program mabel.j.mathews@nasa.gov Contact Program Director (202) 358-0406NSSC Contact Center Mentor Coordinator Cassandra Clark Cassandra.j.clark@nasa.gov 228-813-6004APPEL Academy of Program Project &Tina Chindgre Engineering Leadership(301)837-9069 Leaders as Teachers and MentorsTina.chindgren@asrcms.comProgram Inactive Contact Program Coordinator 6 9. Appendix A Annual Mentoring ReportSubmitted by Center Mentor Coordinators for Fiscal Year ______Data Measures No.MeasureNumber 1.Total number of formal mentoring relationships initiated this scal year. 2.Total number of informal mentoring relationships initiated this year. 3.Number of employee on waiting list for mentors. 4.Number of available mentors.Effective Practices and Lessons Learned 5. Effective practices and lessons learned. Submit Report annually by December 1 to: Christine Williams, NASA Ofce of Human Capital Management. 7 10. Appendix BAnnual Mentoring Program Report Submitted by NSSC For Fiscal Year _________ Program Ratings MeasuresMentor program scores received for completed mentoring partnerships. Supervisors may not be involved in, or have access to changes.Rating Scale for Questions 1 thru 3 Strongly Neither AgreeStronglyNot Applicable Disagree nor DisagreeAgree123 45N/A No.MeasureEmployee SupervisorMentor Rating RatingRating1The mentoring program enabled the me (the employee)to meet my (his/her) developmental goals. 2As a result of mentoring my (the employees) perfor-mance and effectiveness has improved 3As a result of mentoring I am (the employee is) betterable to achieve program goals and objectives.Rating Scale for Questions 4 thru 20Little ModerateExceptional Not Applicable Improvement ImprovementImprovement12 3 45 N/ANo.Performance AreasEmployee Supervisor Mentor RatingRating Rating 4Knowledge of technical discipline. 5Ability to communicate and advocate discipline-related knowl-edge. 6Ability to actively lead and manage change. 7Ability to maximize human capital and build employee commit-ment. (if supervisor or manager)8 Ability to achieve program goals and objectives.9 Judgment and decision-making ability. 10 Ability to build trust and supportive relationships. 11 Ability to manage self-development. 12 Ability to understand and leverage the informal organization. 13 Ability to design processes and achieve results. 14 Ability to anticipate and fulll customer needs. 15 Ability to effectively allocate and manage resources. 8 11. No.Performance AreasEmployee Supervisor Mentor RatingRating Rating16Ability to understand and respond to internal and external strat-egy, policy, and regulations.17Knowledge of information technology.18Ability to capture and share knowledge.19Knowledge of policies that regulate international partnerships.20Understand the culture of international partnerships. 21. Areas of specic improvement as dened by participant. 22. Cost of Mentoring ProgramCenterCost ARC DFRC GRC GSFC HQ JSC KSC LARC MSFC SSCTOTAL COST 9 12. 23. Summary and assessment of mentoring program data.24. Recommendations based on above assessment.Submit Report Annually by December 1 to:Christine Williams, NASA Ofce of Human Capital Management 10