mentoring tools sesame project · sesame mentor profile 2. mentees recruitment 2.1. sesame mentee...
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MENTORING TOOLS
SESAME Project
Index
1. Profiles definition
1.1. SESAME Mentor Profile
2. Mentees recruitment
2.1. SESAME Mentee intake form
3. Mentors recruitment
3.1. Mentors brochure
3.2. Mentor Intake form
3.3. Recruitment interview (long version)
3.4. SESAME Presentation: what is mentoring?
3.5. Student Initiated Mentoring
4. Mentor training
4.1. Mentor training
5. Matching
5.1. Recruitment rapport
5.2. Mentoring agreement
5.3. Meeting with counsellors
6. Quality Support
6.1. Online support
6.2. Feedback meeting with mentors
6.3. Mentoring evaluation
6.4. Last meeting day
6.5. Certificates of participation
1. Profiles definition
1.1 SESAME MENTOR PROFILE This document is an orientation to guide you through your mentor recruitment. Not all mentors
need to fulfill all the competences and characteristics described. However, at least some of them
should be found in those interested. This profile is behind the questions to ask and information
goals you must follow in the personal interview: (See 2.b Mentor Recruitment Interview)
COMMUNICATION COMPETENCES:
Capability to adapt to different conversational partners
Patience
Active listening
Non-verbal communication:
Eye contact
Posture
Voice tone
EMOTIONAL STABILITY:
Openness, proximity to others
Assertiveness
Flexibility
Empathy
MENTORING RELATION:
Positive role model
Adequacy of expectations
Availability and preferences
Experience with teenager VET/ University students
SOCIAL ENTREPRENEURSHIP PROFILE:
Social consciousness, social involvement
Experience in entrepreneurship (success, failure, pivoting)
Networking
Motivation
Passion about his/her work
2. Mentees recruitment
Time to motivate students to have a personal mentors.
2.1 SESAME MENTEE INTAKE FORM
Note: we advise to use this form in a google form template so you can collect the interest of
potential mentors easily, either by e-mail or through your website.
Mentee contact details:
Name:
Surname:
Mobile telephone:
Private e-mail:
LinkedIn:
Twitter:
Date of birth:
Home address:
Mobile telephone:
E-mail:
Educational background:
Studies:
Level:
Intership:
Job:
References:
How did you find out about SESAME?
Did someone talk you about the project? Who?
Why would you like to participate in it?
Availability
3. Mentors recruitment 3.1 MENTORS BROCHURE
3.2 MENTOR INTAKE FORM
Note: we advise to use this form in a google form template so you can collect the interest of
potential mentors easily, either by e-mail or through your website.
Mentor contact details:
Name:
Surname:
Mobile telephone:
Private e-mail:
LinkedIn:
Twitter:
Date of birth:
Home address:
Mobile telephone:
E-mail:
Professional background:
Profession:
Company:
Company address:
Company telephone:
Education:
Relevant work experience:
Current job/ position:
References:
How did you find out about SESAME?
Did someone talk you about the project? Who?
Why would you like to participate in it?
Availability
3.3 RECRUITMENT INTERVIEW (LONG VERSION)
Interview date: Interviewer:
Mentor data
Name:
Surname:
Additional data:
LinkedIn:
Twitter:
Open questions:
The following questions are related with mentor profile. Interview should take the form of a chat,
a conversation, so the mentor can feel at ease and give enough information about these different
competences.
ABOUT SESAME contact:
How did you know about SESAME Project?
Who told you about it?
MENTOR ROLE
Why do you think you can be a positive role model?
Are you in contact with student teens? (Either in your family, company…)
What do you expect from collaborating in SESAME Project?
SOCIAL ENTREPRENEUR PROFILE
Have you been involved or lead any social initiative?
What do you know about social entrepreneurship?
Have you taken part in any social oriented network? What was your role in it?
PERSONAL COMPETENCES
Define yourself briefly
What do you like to do in your free time? What are your hobbies?
How do you describe yourself in relation with the others?
Can you describe a recent situation where something unexpected arrived? What did you do?
PROFESSIONAL COMPETENCES
What is your favorite thing about your job?
What are the professional/ business networks you participate in?
What are the skills, in your opinion, most needed in the job market nowadays?
AVAILABILITY
Time availability: day/s of the week available
Time slot:
Frequency:
3.4 SESAME PRESENTATION: WHAT IS MENTORING?
What is Mentoring?
"Mentoring is to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be." Eric Parsloe, The Oxford School of Coaching & Mentoring Definition: Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realized. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect. Mentoring is most often defined as a professional relationship in which an experienced person (the mentor) assists another (the mentee) in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth. A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career options and progress. A mentor should help the mentee to believe in her/himself and boost her/his confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at yourself, your issues, opportunities and what you want in life. Mentoring is about becoming more self-aware, taking responsibility for your life and directing your life in the direction you decide, rather than leaving it to chance.
What does a mentor do?
The following are among the mentor’s functions:
• Teaches the mentee about a specific issue
• Coaches the mentee on a particular skill
• Facilitates the mentee’s growth by sharing resources and networks
• Challenges the mentee to move beyond his or her comfort zone
• creates a safe learning environment for taking risks
• Focuses on the mentee’s total development Are mentoring and coaching identical?
No. People often confuse mentoring and coaching. Though related, they are not the same. A mentor may coach, but a coach is not a mentor. Mentoring is “relational,” while coaching is “functional.” There are other significant differences.
Coaching characteristics:
• Managers coach all of their staff as a required part of the job
• Coaching takes place within the confines of a formal manager-employee relationship
• Focuses on developing individuals within their current jobs
• Interest is functional, arising out of the need to ensure that individuals can perform the tasks required to the best of their abilities
• Relationship tends to be initiated and driven by an individual’s manager
• Relationship is finite - ends as an individual transfers to another job
• Mentoring characteristics:
• Takes place outside of a line manager-employee relationship, at the mutual consent of a mentor and the person being mentored
• Is career-focused or focuses on professional development that may be outside a mentee’s area of work
• Relationship is personal - a mentor provides both professional and personal support
• Relationship may be initiated by a mentor or created through a match initiated by the organization
• Relationship crosses job boundaries
• Relationship may last for a specific period of time (nine months to a year) in a formal program, at which point the pair may continue in an informal mentoring relationship
Are buddy systems and mentoring programs the same?
No. Buddy systems are initiated by organizations to help new employees adjust to jobs during their first few months of employment. Buddies are most often peers in the same department, who assist new employees for short periods of time and require no specialized training as a buddy. Mentoring is a more complex relationship and focuses on both short- and long-term professional development goals. Though a mentor may be an employee’s peer, most often a mentor is a person at least one level higher in the organization who is not within the mentee’s direct supervisory line of management.
Why do organizations implement formal mentoring programs?
Interest in mentoring has varied over time and has been affected by economic and social factors. Organizations recognize that workforce demographics have changed dramatically in recent years, as women and members of different minority groups have joined the workforce in greater numbers. In addition, technology has automated traditional employee functions and continues to affect on-the-job performance, altering the way people see themselves within the corporate structure. With these changes, organizations are finding it difficult to recruit and retain qualified personnel. Organizations now look to mentoring to implement a strategic game plan that includes:
■ Recruitment ■ Retention ■ Professional development ■ Development of a multicultural workforce Does mentoring happen naturally? Absolutely. Informal mentoring occurs all the time and is a powerful experience. The problem is that informal mentoring is often accessible only to a few employees and its benefits are limited only to those few who participate. Formal or structured mentoring takes mentoring to the next level and expands its usefulness and corporate value beyond that of a single mentor-mentee pairing. How are informal and formal mentoring different?
Informal and formal mentoring are often confused, but they are very different in their approaches and outcomes. Informal mentoring:
■ Goals of the relationship are not specified ■ Outcomes are not measured ■ Access is limited and may be exclusive ■ Mentors and mentees self-select on the basis of personal chemistry ■ Mentoring lasts a long time; sometimes a lifetime ■ The organization benefits indirectly, as the focus is exclusively on the mentee Formal mentoring: ■ Goals are established from the beginning by the organization and the employee mentee ■ Outcomes are measured ■ Access is open to all who meet program criteria ■ Mentors and mentees are paired based on compatibility ■ Training and support in mentoring is provided Organization and employee both benefit directly.
A mentor-mentee relationship focuses on developing the mentee professionally and personally. As such, the mentor does not evaluate the mentee with respect to his or her current job, does not conduct performance reviews of the mentee, and does not provide input about salary increases and promotions. This creates a safe learning environment, where the mentee feels free to discuss issues openly and honestly, without worrying about negative consequences on the job.
The roles of manager and mentor are fundamentally different. That’s why structured mentoring programs never pair mentors with their direct reports. What are the benefits of mentoring?
Mentoring benefits the organization, mentors and mentees. A successful mentoring program benefits your organization by:
• Enhancing strategic business initiatives
• Encouraging retention
• Reducing turnover costs
• Improving productivity
• Breaking down the "silo" mentality that hinders cooperation among company departments or divisions.
• Elevating knowledge transfer from just getting information and to retaining the practical experience and wisdom gained from long-term employees.
• Enhancing professional development.
• Linking employees with valuable knowledge and information to other employees in need of such information
• Using your own employees, instead of outside consultants, as internal experts for professional development
• Supporting the creation of a multicultural workforce by creating relationships among diverse employees and allowing equal access to mentoring.
• Creating a mentoring culture, which continuously promotes individual employee growth and development.
Mentors enjoy many benefits, including:
• Gains insights from the mentee’s background and history that can be used in the mentor’s professional and personal development.
• Gains satisfaction in sharing expertise with others.
• Re-energizes the mentor’s career.
• Gains an ally in promoting the organization’s well-being.
• Learns more about other areas within the organization. Mentees enjoy many benefits, including:
• Gains from the mentor’s expertise
• Receives critical feedback in key areas, such as communications, interpersonal relationships, technical abilities, change management and leadership skills
• Develops a sharper focus on what is needed to grow professionally within the organization
• Learns specific skills and knowledge that are relevant to personal goals
• Networks with a more influential employee
• Gains knowledge about the organization’s culture and unspoken rules that can be critical for success; as a result, adapts more quickly to the organization’s culture
• Has a friendly ear with which to share frustrations as well as successes.
3.5 RECRUITING FROM OWN STUDENTS NETWORKS
Student Initiated Mentoring is a new approach to mentoring in the world. In this approach students
recruit their own mentor from their existing social network; Adults who are already to a greater or
lesser extent, part of their life. In this mentoring model, students will be formally matched with
mentors that are appointed in this way. The introduction and intake procedure of these mentors is
supported by the local mentor programme.
After that, mentee and mentor can make use of all the instruments and initiatives that are part of the
mentor programme. The effects and results of the mentoring relationship can be documented, for
example by means of a portfolio. This portfolio can support the students on their way to
entrepreneurship, follow-up study or the labour market.
Our study1 shows the following advantages:
- The match has a greater chance of success due to the existing contact; - The match has a longer duration (and is therefore more effective); - The mentoring contact offers a faster access to networks due to the quicker recognition of
the learning goals. - SIM relies on a stronger emotional tie which leads to a faster change in the behaviour /
attitude of the mentee.
WHAT DO I SEEK AS A STUDENT ENTREPRENEUR AND HOW DO I ACHIEVE THAT?
Being busy with the question what do I seek as a student entrepreneur and how do I achieve that,
you often encounter questions that you don’t have experienced the same at an earlier stage.
You can think of:
- A person who focuses on the goals that you set, and also enlarges your network. - Someone you see regularly, someone that coaches you and brings in his (business) world. That
way you gain ideas and get to know new people. These people are called mentors, and they are everywhere around you.
HAVE YOU GOT A MENTOR IN YOUR LIFE? SOMEONE WHO RECOGNIZES YOUR CHOICES AND
STIMULATES YOU TO MOVE FORWARD WITH YOUR DREAM, YOUR PASSION AND TALENT?
Who are you looking for and why it is powerful to look for a personal mentor?
- A mentor is someone you choose - It is someone who coaches you - The mentor will recognize your questions and ideas. You have a click with each other.
Why can you learn a lot from a mentor?
- You meet a strong role model - You gain ideas about your future and your choices - You learn to see things from a different perspective - You learn to communicate and listen - You learn to formulate goals and take steps
1 Center for Evidence- Based Mentoring
ATRACK YOUR OWN ROLE MODELS, MOVE FORWARD BY LEARNING FROM THE EXPERIENCES OF
OTHERS.
How does it work?
Step 1: Consider firs what are your goals are and what are you looking for in a mentor
Step 2: Is there someone in your surroundings that can fulfil that role? Someone you find interesting
or inspiring, with whom you have a click? Someone who recognizes your choices and encourager you
to move forward? As that person to become your mentor!
Step 3: Introduce your mentor to the mentor programme at school. Ask for the supporting
instruments that are available to you and to your mentor then.
Step 4: Make sure that you see each other regularly, for example every two / three weeks. Agree on
who initiates the next appointment.
Step 5: Prepare your mentor meetings with topics of your recent experiences, so you can brainstorm
together. This way you gain new insights
Step 6: Keep a logbook of the conversations so that you can record this activity and make it part of
your portfolio. That way you have some proof of your personal and professional development.
ARE YOU MISSING SUCH A PERSON IN YOU NETWORK? CONTACT THE MENTOR- PROGRAMME OF
YOUR SCHOOL!
4. Mentors training 4.1 MENTORS TRAINING
Mentor training is good way of getting information about mentor to do a better match.
Some of the issues important to explain:
• Definition of mentoring
• Mentor competences
• Profile of young mentors (in case is a homogeneous group)
• Role of the mentor: guide, restrictions
• Subjects about how to work with the teenagers
• Restrictions, learning with imitation
• Suggestions for the preparation of the meetings
• Monitoring
You can find this document attached.
5. Matching 5.1 SESAME MENTOR RECRUITMENT RAPPORT
Interview date: Interviewer:
Mentor data
Name:
Surname:
Additional data:
LinkedIn: Twitter:
ABOUT SESAME contact: (note contact person)
MENTOR ROLE
SOCIAL ENTREPRENEURSHIP PROFILE
PERSONAL COMPETENCES
AVAILABILITY AND PREFERENCES:
Gender: Age range:
GENERAL ASSESSMENT: (Include general evaluation and impression of the candidate)
Monday Tuesday Wednesday Thursday Friday
Timetable Timetable Timetable Timetable Timetable
Summarize the information collected in the interview.
Summarize the information collected in the interview.
Summarize the information collected in the interview.
Summarize the information collected in the interview.
5.2 SESAME MENTORING AGREEMENT
This agreement aims to formalize the roles, responsibilities and expectations for the mentoring
process.
We (the undersigned) are voluntarily incorporating to SESAME Project, hoping to benefit from the
relationship established. We want a mutually enriching experience for our professional development
(a process of exchange where both mentor and mentee feel rewarded for participating in this activity).
To carry out and successfully complete the process, we are committed to fulfilling the terms they set
out in the following cooperation agreement:
(The signed under) are committed to:
o Discuss any topic intimate / personal kind in the framework of the confidentiality.
o Do not use the mentoring process for commercial/ professional gain whatsoever.
o Meet together at least every 4 weeks in order to consider, analyze and clarify open issues and
plan next steps. If for reasons of force majeure any of us could not attend the meeting agreed,
it shall be notified to the other part in good time and a new meeting should be agreed.
o Fulfil the monitoring requirements and information exchange set by the coordination team.
o Both parties are given the opportunity to terminate the agreement at any time provided they
state the reasons why so.
Date and place:
Signatures:
(Mentor) (Mentee)
Name and surname Name and surname
5.3 MEETING WITH COUNSELLORS
In order to connect the mentors and mentees we can do a meeting with students’
counsellors.
Structure of the meeting:
- Participants:
o Technical team of organization
o Teachers of pilot
o VET’s coordinator
o Tutor of students
- Aim: doing the right match between students and mentors.
- Procedure. Steps:
o SESAME team exposure mentor’s profiles
o Tutor talks about students profiles
o Debate and decide matching between students and mentors
6. Support
6.1 ONLINE SUPPORT
Monitor the process of the mentoring: online support one to one.
6.2 FEEDBACK MEETING WITH MENTORS
Feedback meetings with mentors afford them the opportunity to exchange experiences and ideas.
We propose a meeting to get feedback from mentors. Structure of the meeting:
- Participants:
o Technical team of Fundació Servei Solidari
o Mentors of the program
o Teachers
- Aim: discussion to share experiences, opinions, impact, results, lacks and potentialities of
mentoring program.
- This meeting help to know more about what mentors think about the mentor program
and the materials of the program. Definitely, is a way to take advantatge and get some
feedback. Thanks to that you can understand much better their feelings although their
experiences and the difficulties that they have. It is also useful for all of mentors to have a
different perceptive of others to share experiences and make recommendations.
6.3 MENTORS MENTORING EVALUATION
Evaluating make us learn from you mistakes and improve mentoring quality.
MENTORS
1- Value your relationship with your mentees
a. Excellent
b. Very good
c. Good
d. Correct
e. Bad
2- Value you relationship with your family mentee
a. Excellent
b. Very good
c. Good
d. Correct
e. Bad
f. Without relation
3- What degree of personal transformation involved the mentoring for you?
a. Unfavourable
b. Neutral (without impact)
c. Positive
d. Extraordinary
4- Do you think you have improved your skills and abilities to relate and communicate?
a. Any
b. A bit
c. Enough
d. A lot
5- Do you think that mentoring is a good tool to introduce your mentee in the social business
world?
a. Yes
b. No
6- What is your favourite memory of your experience in mentoring programme?
____________________________________________________________________________
__________________________________________________________________
About your mentee
7- Your mentee show an interest in use new resources and/or participate in more social
business activities:
a. Any
b. A bit
c. Enough
d. A lot
8- The mentee has increased his/her relations with other classmates:
a. Any
b. A bit
c. Enough
d. A lot
e. I don’t have enough information to answer
9- The mentee has improved his/her current studies and/or his/her attitude?
a. Any
b. A bit
c. Enough
d. A lot
10- Do you received and increase in self-esteem, self-confidence and/or safety in you mentee?
a. Any
b. A bit
c. Enough
d. A lot
11- Highlights some improvement that you think comes from your activity as a mentor.
____________________________________________________________________________
__________________________________________________________________
6.4 MENTEES MENTORING EVALUATION
Part 1: EXPECTATIONS
1. Do you think mentoring will be useful?
a. Yes
b. Not
2. What do you expect about mentoring programme? (check as many options you want)
a. Personal orientation
b. Professional orientation
c. Academic orientation
d. Knowledge
e. Expertise
f. Others
3. Did you know mentoring before starting the program?
a. Yes
b. Not
4. Who motivated you to participate?
a. The school
b. The family
c. The friends
d. It is my own decision
5. Do you think that mentoring is a good tool to introduce you in the social business world?
a. Yes
b. No
6. Has this mentoring experience made you think about the problems in your environment and
think about how you could generate a positive impact on them?-
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
________________________________________________________
7. Explain the best experience you have during the programme.-
____________________________________________________________________________
____________________________________________________________________________
_____________________________________________________________
Part 2: MONITORING
Place (where meeting is developed):
1. City/town (of mentoring meetings)
2. Country
3. What are your more frequent activities (for example: coffee, walk, cinema, visit to university,
museum…)?
a. Entertainment (coffee, walk)
b. Cultural (museum, concert, speech, conference)
c. Academic (visits: university, school, professional orientation)
4. Do you think that your mentor is a good reference for you? (YES / NO) – evaluation the
quality of match
If the answer is yes in what kind of fields is you mentor become a referent? (check as many
options you want)
- Professional
- Academic
- Personal
- Others
- Nothing
5. Is the mentoring relation evolving respect the previous meeting? (YES / NO)
6. Are you motivated to continuing with mentor program? (YES / NO)
7. Would you like to change something? Why?
____________________________________________________________________________
____________________________________________________________________________
_____________________________________________________________
Part 3: FINAL EVALUATION
1. Has the program met your expectations?
a. A lot
b. Some
c. Enough
d. A bit
e. Not at all
2. How would you rate the meetings on a scale of 1-10 (10=positive / 1=negative)
a. 1
b. 2
c. 3
d. 4
e. 5
f. 6
g. 7
h. 8
i. 9
j. 10
3. Do you think you have improved your skills and abilities to relate and communicate?
a. Any
b. A bit
c. Enough
d. A lot
4. Do you think that your mentor has been a good referent in the world of corporate business
for you?
a. 1
b. 2
c. 3
d. 4
e. 5
f. 6
g. 7
h. 8
i. 9
j. 10
5. In case you had the opportunity, would you repeat the program?
a. Yes
b. Not
6. Would you recommend the program?
a. Yes
b. Not
7. What is your favourite part / aspect of the program?
8. What aspects of the program would you improve?
6.5 CERTIFICATE OF PARTICIPATION
Mentors Certificate. Created by KSM from Kaunas (Lithuania):
Mentees Certificate. Created by KSM from Kaunas (Lithuania):