Overview of the Programme Mentoring as a Building Block of

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Mentoring at the United Nations

• Overview of the Programme

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Mentoring as a Building Block of Reform and
Career Development

• The Human Resource management reform, a process
  initiated by the Secretary General, is aimed at
  creating a results-oriented, high-performing
  organization that is flexible, responsive, and
  ready to meet the ever-evolving needs of member
  states.
• Career development, one of the building blocks of
  HRM reform, is designed to build and maintain a
  highly competent, multi-skilled, and versatile
  international civil service capable of meeting
  the Organizations present and future needs. The
  mentoring programme is an important element of
  career development.

3
Mentoring Programme Objectives

• The objectives of the mentoring programme are
• To provide career support for new young
  professional staff in the Organization
• To facilitate the entry of young professionals
  into the Organization
• To complement the initiation, training, and
  coaching offered by young professionals direct
  supervisors and managers.

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Programme Organization

• All new Junior Professionals participating in the
  mandatory special Orientation and Development
  Programme are invited to the Mentoring Programme
• Mentors are senior Professionals at P4 level and
  above
• Mentors volunteer to the programme
• Mentees and mentors are trained separately in
  special half-day workshops to be successful in
  their relationship
• Mentor and Mentee Forms are filled and exchanged,
  OHRM conducts matching
• Programme includes e-Mentoring as well as
  face-to-face
• Suggested relationship duration is one year,
  suggested minimum frequency of meetings is two
  hours a month
• On-going programme evaluation and feedback

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Mentor/Mentee/ Workshop Objectives

• Understand how mentoring fits within the
  framework of career development in the
  Organization
• Be aware of the goals of the mentoring programme
• Understand their roles and responsibilities as a
  mentor and a mentee
• Understand how elements of culture and diversity
  may impact a mentor-mentee relationship
• Understand the phases of mentoring and their
  respective functions
• Strengthen ability to be an effective mentor or
  mentee
• Be aware of potential pitfalls.

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Roles of the Mentor and Mentee

• Mentor
• In meeting the objectives of the programme, the
  mentor serves several functions
• Provides relevant guidance, helps interpret
  events, and gives specific feedback
• Offers constructive critiques in light of
  personal experience and professional knowledge,
  and presents organizational attitudes and views.
• Mentee
• The mentee should have the following
  characteristics
• Willingness to assume responsibility for his or
  her own growth and development
• Receptivity to feedback and coaching.

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Benefits for Mentors and Mentees

• Mentors and mentees all benefit from mentoring,
  sometimes in ways that are not immediately
  apparent.

Mentors
Mentees

• Tap into the energy and creativity of the mentee
• Empower a younger associate
• Pass on lessons learned throughout a career
• Make a difference in the lives of others
• Gain insight into the perspectives of new and
  junior-level staff members
• Obtain a broader perspective on the challenges
  facing the organization
• Enhance self-esteem
• Revitalize interest in work
• Increase/build larger peer network
• Increase range of influence in the organization
• Learn from their mentees prior work experience

• Develop a better understanding of the UN
• Develop the confidence to function better and
  advance within the organization
• Gain access to an added source of information and
  encouragement
• Obtain advice on career problems that might be
  difficult to discuss
• Gain insight into the perspectives of more
  experienced managers
• Obtain a broader perspective on the challenges
  facing the UN
• Gain clearer understanding of potential career
  paths available to them (but do not receive
  sponsorship or promotion)
• Gain insight into the unwritten rules of the
  organization

Can you think of any other way that you might
benefit from being a mentor?
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Benefits for Global Organizations

• Mentoring supports a range of goals, particularly
  for global organizations
• Helps induct staff more quickly
• Disseminates the organizational culture
  throughout the world
• Assists in developing managers with international
  responsibilities
• Assists in identifying high-potential talent more
  effectively
• Helps in developing key organizational
  competencies
• Encourages diversity and cultural awareness in
  the workplace
• Enhances recruitment and retention efforts
• Improves organizational communication
• Enhances the transfer of skills and knowledge
• Improves leadership and management abilities
• Is a stabilizing factor in a time of
  organizational change
• Contributes to institutional memory
• Helps to strengthen organizational culture
• Fosters job satisfaction due to increased
  understanding of organization.

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What Mentoring Can and Cannot Provide

• Mentoring cannot provide
• A surefire path to success
• All the answers
• On-the-job training
• A go-between so the mentee does not have to deal
  with managers
• An opportunity to bad mouth the organization
  gripe session
• A substitute for individual effort and
  contribution

• Mentoring can provide
• An introduction to the culture
• A way of providing colleagues with guidance in
  the organizations unwritten rules
• A vehicle which a person can use to explore
  options and test perceptions
• Encouragement to grow
• An opportunity to tap quickly into the historical
  learning of the organization
• A chance to learn what success means at the UN
• An opportunity to learn how better to handle
  challenges

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Differences Between Mentors and Managers
Managers job is to provide
Mentors job is to provide
Employees increasing responsibilities

• Training
• Experience onthe job
• Knowledge of the function
• Increased expertise
• Increased competency
• Advocacy for employee toward future assignments
• Performance management
• Career development

• Knowledge ofthe Organization and its culture
• Greater comfortin trying things
• Understanding of the unwritten rules
• Positive feedback and serve as a sounding board
• Coaching on how to achieve ones goals

Can you think of some instances in which the
roles of managers and mentors might overlap? How
might these situations be handled?
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Suggested discussion topics

• The mentee's interests
• His/her skills and competencies, interests,
  values, goals and aspirations, strategies for
  reaching his/her goals, spousal employment
• The mentors experiences
• His/her career path, strategies for achieving
  work/life balance, outside interests/activities,
  the mentor's career path and experiences
  triumphs and tribulations, unwritten rules
• Achieving success in the UN
• Potential career paths at the UN
• Professional background/experience/competencies
  required for particular career paths
• Training opportunities inside and outside of the
  Organization
• Achieving job satisfaction at the UN
• Recognizing accomplishments in face of obstacles
• Mobility within and between functions,
  departments/offices and duty stations
• Aligning personal strengths with the needs of
  the Organization
• How to get ahead in the Organization
• How to build positive working relationships at
  the UN

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Phases of a Mentoring Relationship

• STAGE 1 Forming a Partnership
• Get to know each other as individuals.
• Develop an understanding of the mentees personal
  and developmental goals.
• Develop a common set of expectations on what each
  will contribute and gain from the mentoring
  relationship.
• Begin to develop an open and honest way of
  communicating.
• Listen for understanding, checking for accuracy
  of messages.
• Set two to three goals for mentee to be
  accomplished during the next year.
• Confirm logistics of future contact best
  communication method, time/days that work best,
  etc.
• STAGE 2 Establishing Trust
• Probe for information that will be useful in
  guiding mentees development.
• Develop a style of problem-solving to help the
  mentee learn how to handle work-related
  situations.
• Provide feedback positive and constructive
  that helps the mentee grow.
• Discuss and jointly develop solutions to
  problems.
• Keep commitments that you make to each other.
• Share your personal experiences that are relevant
  to the discussion.

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Phases of a Mentoring Relationship

• STAGE 3 Challenging for Growth
• Jointly identify ways that the mentee can broaden
  his/her experiences.
• Continue to share information that helps the
  mentee understand the Organization.
• Examine personal style discuss whats working
  and not working, and ways to improve the way that
  you work together.
• Challenge the mentee when it appears that his/her
  actions are leading to negative consequences
  professionally explore how he/she may change
  attitudes/behaviour to better achieve
  professional goals.
• Be open to feedback on your performance as a
  mentor.
• Coach the mentee on ways to take initiative in an
  appropriate fashion.
• Suggest other UN employees who may provide useful
  information or advice.
• STAGE 4 Sustaining and Nurturing the
  Relationship
• Review lessons learned in relationship reinforce
  positive actions taken.
• Negotiate ways to stay in touch on an as needed
  basis.
• Support the mentee in taking the initiative to
  gather information from a variety of sources.
• Help the mentee establish a longer-term plan for
  career movement.
• Celebrate progress and growth of the relationship.

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Six-Month and One-Year Evaluation ToolsA
Discussion for Mentors and Mentees

• The tool(s) is designed for mentors and mentees
  to evaluate their relationship at the mid-year
  and end-year mark. They fill it out individually
  and share the information with their
  mentor/mentee.
• Did you and your mentor/mentee set goals for the
  year, i.e. did you determine how you would
  evaluate the effectiveness of the relationship?
• If so, what were the goals that you set?
• So far, to what extent have you met your goals
  Have not met goal Met goal Exceeded goal?
• How frequently do you and your mentor/mentee
  meet?
• Is that sufficient? Would you rather be meeting
  more/less frequently?
• What have you find effective/enjoyable about the
  relationship?
• What, if anything, could make the relationship
  more enjoyable/productive?
• What have you and your mentee discussed with one
  another?
• Are there other subjects you would like to
  discuss with your mentor/mentee?

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Frequently Asked Questions

• How were mentors and mentees selected and then
  matched with one another?
• Mentees are invited as they participate in a
  special Orientation and Development Programme,
  mentors volunteer to the programme. Since the
  launch of the programme in October 2000, more
  then 250 mentees have been in one-year mentoring
  relationship with close to 200 mentors in all
  duty stations. Many mentors completed two or
  three relationships.
• What happens if a mentee do not get along well
  with a given mentor? Can mentee or mentor switch
  mentors/mentees if there is an individual with
  whom I would prefer to work?
• Unless the mentoring relationship is simply not
  working, in which case Programme Manager should
  be contacted, mentees are highly encouraged to
  maintain their relationship with their mentors.
• What do I do if I feel my mentor/mentee and I are
  miscommunicating with and/or misunderstanding one
  another?
• As with any new relationship, communication can
  often be challenging. We encourage mentors and
  mentees to speak as directly and honestly with
  one another as possible (and as is comfortable)
  about concerns you may have. For more
  information, refer to Tools for Success Giving
  Feedback on page 42 of your manual.

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Frequently Asked Questions

• What if both the mentor and mentee wish to extend
  their mentoring relationship past the first year?
• While the formal mentoring programme lasts one
  year it is possible that some mentors and mentees
  may wish to continue contact after the duration
  of the programme.
• What do mentee/mentor do if their mentor/mentee
  is not meeting their expectations?
• Again, mentors and mentees are highly encouraged
  to first speak with one another directly about
  their concerns. If expectations that were
  discussed initially between a mentor and mentee
  are not being met, it is advisable that both
  individuals review their original goals and how
  they may or may not have yet been realized.
• Can a mentor receive credit in the Performance
  Appraisal System for his/her participation in the
  mentoring programme?
• Mentors or mentees who you wish to document their
  participation in the mentoring programme in the
  PAS, are encouraged you to speak with their
  direct supervisor about the matter. While
  participation in the programme is not yet
  formally recognized by PAS, it is clear that a
  number of Organizational competencies (such as
  Commitment to Continuous Learning, Leadership,
  Empowering Others, etc.) are demonstrated by
  ones participation in the programme.