Professional Documents
Culture Documents
Outline:
Part I: Setting the Stage
Mentoring Mission Objectives (Mentoring Relationship & Program) Definitions Mentor and Protg Roles
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The mission of the Mentoring Program is to grow our own internal talent by providing the participants with leadership challenges and developmental opportunities. Since this is a pilot program, participants will also be helping to create and shape a tool that can benefit a wider audience of your colleagues in the future.
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Succession Planning
Creation of talent pool
Career growth and development: Cultivate individual career planning ownership Mentor to gain better perspective of individual / organizational issues
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What is Mentoring?
Mentoring is
a means of developing human resources about guiding others in their personal quest for growth through learning a stimulating journey of self-discovery and development which provides opportunities for personal fulfillment and achievement. a fundamental form of human development where one person invests time, energy, and personal know-how assisting the growth and ability of another person. a method for encouraging human growth
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What is a Protg?
A Protg is the recipient of the Mentors guidance and must be committed to expanding his/her capabilities, be open and receptive to new ways of learning, and have a sense of personal responsibility about the mentoring relationship and his/her own growth & development
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What is a Mentor?
A Mentor is a learning leader who facilitates the learning process for a Protg: Promotes intentional learning through multi-channels: transformational learning, beyond the day to day
Coaching, insights, sharing own experiences (anecdotes and personal scenarios), guidance, modeling, stimulates individual growth, encourages thought provoking opportunities that help develop a personal vision, helps protg identify his personal winning strategy, elicits high commitment to personal change and development Opens doors to learning opportunities when possible and appropriate
Provides Protg exposure to broad networks Provides a broader view (than the Manager) thus creating a path for the future of the protg.
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Protg Responsibilities:
Be committed to expanding his/her capabilities Be open and receptive to new ways of learning Be open to feedback Have a sense of personal responsibility about the mentoring relationship: take ownership Follow through on development plan and coaching for his/her own growth and development
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Types of Sub-Mentors
Career Development Job Challenges & Business Related Issues Individual Development Gain New Insight and Experience Special Projects
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Step 5. Meetings
First Meeting:
Get acquainted and establish a relationship
Find commonalities and share personal interests, hobbies Share professional background, education, and areas of expertise Learn about what is most important to each one of you
Set expectations
What does the Mentor expect from the Protege? What does the Protg expect from the Mentor? What will the Mentor provide or not provide? How will we measure and evaluate outcomes?
Step 5. Meetings
On-Going Meetings
Set a specific time, date, and location Have an agenda prepared in advance Have a summary of notes from the last session Meet at the agreed time and be punctual Follow up on action items from last meeting Agree on what will be discussed in next meeting Agree on action items to be accomplished against devp plan Proteges and Mentors have one final meeting to share learnings and celebrate their success
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Program Flexibility
Mandatory:
Register Complete Self-Assessment (Protg) Identify Strengths/Development Attend Mentor/Protg Meetings Create and Execute Development Plans Provide Feedback: Quarterly and End of Program
Optional
Tools (Contract strongly suggested) Can use current development plan
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All truths are easy to understand once they are discovered; the point is to discover them.
Galileo Galilei
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If you are interested in implementing an on-line Mentoring Program, please contact us for more information! info@hrtalentpro.com www.hrtalentpro.com
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