Organizational Mentoring

7/31/2019 Organizational Mentoring

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Organizational mentoring

Performed by:M4A-0836745-Anas Al-AkkadM4A-0835161-Yasser Abdin

M4A-0839949-Medhi Benchortane


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Definition

The mentor-

menteerelationship

Table of contents


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Mentoring is a process of informally or formally transmittingspecial knowledge, social capital and the psychosocialsupport perceived by the recipient as relevant to work,career or professional development;

Process of mentoring includes informal communication andis carried out face-to-face between a person (e.g. amanager) who is perceived to have greater relevantknowledge, competencies or experience (the mentor) and aperson (mentee or the protg) who is perceived to haveless expertise

Mentorship involves a personal development relationshipwhich is to be conducted by a more experienced person

Definition


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Informal and formalmentoring rolesInformal mentoring isdefined as a relationshipthat is createdspontaneously or informallywithout any assistance fromthe organization.

Formal mentoring is whenthe relationship is facilitatedand supported by theorganization so that moreparticipants can benefit.


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Advantages of informal mentoring:

A relationship of trust and respect is present from thebeginning;

High degree of compatibility and co-operation between theindividuals; andThe relationship is flexible and personalized

Disadvantages of informal mentoring:This type of relationship with members of designated

groups is rare; Risk of ambiguity in relationship if it becomes too intense;

and

Risk of tension when changes occur in the relationship.

Informal and formalmentoring roles (contd)


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Advantages of formal mentoring: Access to more people; Support and recognition from the organisation; Easier clarification of roles and responsibilities; Possibility of establishing made-to-order mentoring to meet

the needs of specific groups.

Disadvantages of formal mentoring:

Pairing may be difficult, particularly if the number of

mentors is low; Less flexible relationship and process; and Risk of poor pairing.

Informal and formalmentoring roles (contd)


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Mentoring

Coaching is not the same as mentoring.Mentoring is related to the development ofthe persons (mentee) entire careerobjectives as a whole

Mentoring is usually executed in anunstructured and informal manner Mentors focus on the person (the mentee),

that persons career, and support for

individual growth and maturity.

Difference betweenmentoring and coaching


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The Mentoring Process is a Two-way Street with MutualResponsibilities

For mentoring to be effective, the mentor and mentee mustcooperate

in the process. The first meeting should be a face-to-face

meetingwhere the following criteria is defined:

The goals for the mentee

The scope of responsibilities each person is assuming

Deadlines agreed to by both parties

Logistics of the process: How, when and where meetingsand communications will take place

The mentoring process


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v Conflict in values

v Neglect of the mentee

v Mentors manipulating mentees

v Sabotage against mentors

v Submissive mentees

Pitfalls of mentoringrelationships


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1. Provide support and training for mentors andmentees

1. Recruit right-fit mentors

1. Match the mentor with the mentee

1. Give feedback

1. Prepare for the ending stage of therelationship

How to prevent the pitfallsof mentoring relationships


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Group mentoring

Definition:

Group mentoring requires a group toengage in a mentoring relationship toattain specific learning goals.


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Group mentoring (contd)

Benefits of groupmentoring:

Group mentoring is efficient

Group mentoring promotesdiversity

Group mentoringcontributes to a vibrantculture


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Three common ways of approachinggroup mentoring

Facilitated group mentoring

Peer-group mentoring

Team mentoring

Group mentoring (contd)


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Readiness for group mentoring:

1. Align your group mentoring process so that it fits yourorganizations culture.

1. Establish ownership for mentoring groups in theorganization.

1. Get the right infrastructure in place to support the group

mentoring process.

1. Set-up a reasonable budget and timelines.

1. Articulate roles and responsibilities in group mentoring.

Successful strategieswithin group mentoring

S f l t t i


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Opportunities for group mentoring:

1. Choose the model that will afford your organization thegreatest success and build from there.

1. Train your mentoring group leaders.

1. Share new strategies, ideas, and best practices across

mentoring groups.

1. Provide opportunities to integrate new learning.

1. Monitor the progress of the mentoring groups.


(contd)

S f l t t i


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Support group mentoring:

1. Support the time taken to mentor.

1. Check in and check out how things are going.

1. Assign responsibility for mentoring and groupmentoring management.

1. Continuously evaluate your efforts and expect tomake changes along the way.

1. Build in safety nets to ensure success.


(contd)


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Key steps within a formal mentoring systemestablished in organizations:

1. Determine the business case for mentoring

1. Establish a mentoring strategy

1. Carefully select proteges/mentees and mentors

1. Provide mentor and protg/mentee skill training

1. Link up proteges/mentees and mentors

Mentoring cultures andprograms


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Improve retention of mentoring systems

Build and integrate morale

Accelerate leadership development

Provide ongoing career development

Form and build teams

Facilitate as well as advance organizational learning

Opportunities emergingfrom mentoring programs


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http://www.knoodle.com/blog/mentoring-who-holds-knowledge-within-yo

http://blogs.reliableplant.com/1211/developing-leadership-skills-mentorin

http://www.ache.org/newclub/CAREER/MentorArticles/Culture.cfm

http://www.eowa.gov.au/Developing_a_Workplace_Program/Six_Steps_to_

http://humanresources.about.com/od/coachingmentoring/a/group_mento

References and sources
http://www.knoodle.com/blog/mentoring-who-holds-knowledge-within-your-organizationhttp://blogs.reliableplant.com/1211/developing-leadership-skills-mentoring/http://www.ache.org/newclub/CAREER/MentorArticles/Culture.cfmhttp://www.eowa.gov.au/Developing_a_Workplace_Program/Six_Steps_to_a_Workplace_Program/Step_4/Women_in_Management_Tools/Effective_Mentoring_Programs/Links/Informal_And_Formal_Mentoring.asphttp://humanresources.about.com/od/coachingmentoring/a/group_mentoring.htmhttp://humanresources.about.com/od/coachingmentoring/a/group_mentoring.htmhttp://www.eowa.gov.au/Developing_a_Workplace_Program/Six_Steps_to_a_Workplace_Program/Step_4/Women_in_Management_Tools/Effective_Mentoring_Programs/Links/Informal_And_Formal_Mentoring.asphttp://www.ache.org/newclub/CAREER/MentorArticles/Culture.cfmhttp://blogs.reliableplant.com/1211/developing-leadership-skills-mentoring/http://www.knoodle.com/blog/mentoring-who-holds-knowledge-within-your-organization


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Thank you for yourattention!

Organizational Mentoring

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