Best Practices In Mentoring

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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 that want to establish a more
  connected work environment for their people.
• Mentoring is a much sought after method of
  development. It gives access to skills,
  knowledge, experience and insight that other
  initiatives are unable to do.
• 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 Management Mentors 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 the
  Corporate Executive Board surveyed 880
  high-potential employees. More than 25 percent
  said they planned to change jobs within the next
  12 months. That's potential attrition 2.5 times
  greater than just five years earlier. Among the
  dissatisfied, 64 percent said their current
  employment experiences are having little impact
  on their development.
• The Society for Human Resource Management (SHRM),
  August 2011

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The Case For Mentoring

• A disparity between confidence in growth and
  access to talentonly 30 of CEOs believe they
  have the talent they need.
• -PwC notes in its 15th Annual Global CEO Survey
• almost 60 of North American companies are
  having trouble attracting critical-skill
  employees, an increase over 2010.
• -Tower Watson, 2011/2012 Talent Management and
  Rewards Study, North America
• Business Finance Magazine, 2000

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The Case For Mentoring

• "In an effort to school senior executives in
  technology, social media and the latest workplace
  trends, many businesses are pairing upper
  management with younger employees in a practice
  known as reverse mentoring. The trend is taking
  off at a range of companies, from tech to
  advertising.
• -An article from The Wall Street Journal on
  reverse mentoring, November 2011
• A mentoring initiative can not only lead to
  higher retention but also attract new talent by
  demonstrating a companys commitment to
  professional development through mentoring.

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The Leader In Mentoring

• Since 1989, Management Mentors has led the market
  in the research, development and implementation
  of mentoring programs.
• Through this ongoing work in the education and
  excellence of Mentoring Programs, we have
  established best practices and standards that
  provides the foundation for the greatest success.

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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. Mentoring

• Coaching
• 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
  the individual 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 best of their ability.
• Relationship tends to be initiated and driven by
  the individuals manager.
• Relationship is finite-ends as individuals move
  on to work in other jobs under other line
  managers.

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Coaching vs. Mentoring

• Mentoring
• Formal-the individuals 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
  business needs
• 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 and business objectives. Examples of
  how our clients have linked their programs with
  their objectives include
• Executive/career/professional development
• High potentials
• Succession planning
• Attract and retain talent
• Support diversity goals for
• Recruitment
• Retention
• Visibility and overcoming glass ceiling

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Key Issues In Mentoring and Diversity

• Supporting diversity initiatives is one of the
  common ways Management Mentors has helped
  companies succeed. If you are considering a
  mentoring program as part of your diversity
  commitment, consider the following
• Commitment. Mentoring should not be window
  dressing for the company. Be sure you can
  commit at the highest levels.
• Inclusiveness. The program must include a diverse
  group of mentors 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
  three fundamental personal resources that were
  critical to their later success competence,
  credibility, and confidence. These resources
  were acquired as a result of work experiencesand
  the testing, and mentoring they received during
  this crucial period.
• 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 free
  consultation.
• www.management-mentors.com
• rpetrin_at_management-mentors.com
• 617-789-4622

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Best Practices In Mentoring

• Mentoring Pilot

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Mentoring Pilot

• Management Mentors Pilot Program allows companies
  to try mentoring in the organization, understand
  the process, and measure results before rolling
  it out to a larger audience. The following
  slides provide highlights of how this program is
  put together and implemented in your
  organization. For a more detailed discussion of
  how mentoring would work in your environment,
  please contact us directly.

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Key Players

• For the pilot program (and for successful
  implementation beyond the pilot) there are key
  resources required.
• A Champion from Senior Management
• Successful 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 programs progress.
• Mentoring Design/Implementation Team
• This group of people, overseen by the Program
  Manager, work with Management Mentors to focus
  the program on your organizations specific goals
  and culture
• Management Mentors Consultant
• Our expertise and extensive experience make the
  difference between a successful program 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 Model
• Implementation
• Committed Implementation Task Force
• Internal Marketing
• A Well Defined, Proven Application, Selection,
  Interviewing and Matching Process

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Key Steps In Creating A Successful Pilot

• Training Phase
• Conduct training for Mentors, Mentorees, Mentoree
  Line Managers and Program Managers
• Maintenance 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.
  We offer one of the most comprehensive programs
  in the market with a full set of training and
  support materials that begin with designing the
  program and carry you through implementation,
  maintenance, and even tips and advice in 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 (contd)

• Program Manager Manual Program
• Program Managers Resource Guide
• Communication Styles in Mentoring Instrument.
  (Group Individual)
• Supporting Forms and Documentation
• Certification
• Best Practice Review Consultancy
• Mentoring Program Management Support service

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Technology Options

• Management Mentors supports clients in a variety
  of ways. Besides our comprehensive materials and
  documentation, we also offer on-line tools that
  can help you achieve best in class mentoring.
  
• Online Mentoring Management System
• MentoringComplete
• Customizable corporate mentoring software that
  fosters a mentoring culture within your company
  or organization. MentoringComplete is an online
  mentoring program that boasts ease-of-use,
  simplified set-up, and advanced reporting, with
  the features you want and the benefits you
  desire.
• Online Mentoring Training Program
• Maximizing Success
• Our interactive, online course introduces mentors
  and mentorees to crucial mentoring skills and key
  concepts of corporate mentoring programs. Through
  audio skits, interactive quizzes, and dynamic
  tutorials, Maximizing Success students will walk
  away with the skills they need to develop
  successful mentoring 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
  and monitor 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 will include
  recommended timeframes, support materials and
  documentation, appropriate use of Mentoring
  Models along with our experience of pitfalls to
  avoid, success factors to include and our
  expertise on Diversity within Mentoring.
• www.management-mentors.com
• rpetrin_at_management-mentors.com
• 617-789-4622