Mentoring

Introduction

The process of mentoring helps an Organisation to identify and develop individual employees to not only develop competencies required for Career Development, but also evolve as complete individuals , balancing their personal and official lives with the right attitudes and approach and thus help Organisation spot talents who can occupy higher positions of responsibility. In turn , the employees so mentored to improve their personal and official lives will develop commitment, motivation and belongingness with the Organisation, thereby reducing employee turnover.

1. Objective of introducing Mentoring
· To develop talented workforce
· To assist the new recruit to quickly align towards organization requirements
· To maintain the high levels of managerial contribution throughout the career.
· To reduce the employee turnover in early career stages.

2. What is Mentoring?

Mentoring is the process by which one person assists another to grow and learn in a safe environment.
The word 'mentor' has become synonymous with 'trusted adviser', 'friend', 'teacher' and 'wise person'.
Mentoring is offering of advice, information, or guidance by a person (Mentor) with useful experience, skills, or expertise for another individual’s (mentee or protégé) personal and professional development.
It is not limited to the development of some narrow set of skills or behaviors, but addresses the whole person and his or her career.
A one-to-one relationship based on trust, in which the mentor, helps the another person in confidence to know more about the job and organization and to develop his/her capabilities and potential, faster than he/she would, if left to his/her own devices.

3. Who is a Mentor?

A mentor is a senior employee who sponsors and supports a less-experienced employee.
Mentors are good teachers. They can present ideas clearly, listen well, and empathize with the problem of their mentee.
Mentors share experience with the mentee, act as role models, share contacts, and provide guidance through the political maze of the organization.
Mentors provide advice and guidance on how to survive and get ahead in the organization and act as a sounding board for ideas that the employee may be hesitant to share with his or her direct supervisor.
Mentor vouches for the employee, answers for him or her in the highest circles within the organization, and makes appropriate introduction.
Mentor also show the new entrant the right way in professional and personal life. The most effective mentoring relationships exist outside the immediate boss-subordinate interface.


4. Who is a Mentee?

Mentee is a person who is new to the organization and a younger less experienced

Types of mentees
A peer
A team member
Some known well or
Someone have not met before


5. Benefits of mentoring

Mentee: benefits by developing confidence, learning more effectively and quickly and acquiring new perspectives

Mentor: Benefits by acquiring improved ways of working with people and satisfying the desire to help others

Both: Mentor and mentee benefits by developing a wider perspective on their organization and work
Line Manager: benefits by having a more motivated and effective team member

Organisation: benefits by having more fulfilled, committed, resourceful and motivated employees.
6. The Periodicity of the Mentoring and duration of the Meetings:

A mentor and mentee usually meet once a month for between one and two hours.
It is upto the mentor and mentee to agree a contact programme that is mutually convenient.
The mentee would usually be expected to meet the mentor in his cabin or in the designated place.
The average length of a productive mentoring relationship is two years, but mentoring relationship can be continued beyond this if required.

7. The level of the Mentor:

The level of the mentor will be in the level of Senior Manager and above.

8. Characteristics of a Mentor
Effective mentors share a number of characteristics. The profile sketched below is based on a synthesis of observations described by many mentors and authors. While any single mentor may not possess all of the characteristics, effective mentors have many of these qualities:

i. Knowledge of Their Field

They are considered by peers to be experts in the field.
They set high standards for themselves.
They enjoy and are enthusiastic about their field.
They continue to update their background in the field.

ii. Demonstrated Skills in Their Field

Their work demonstrates superior achievement.
· They use a variety of techniques and skills to achieve their goals.

iii. Earned Respect of Colleagues

They listen to and communicate effectively with others.
They exhibit a good feeling about their own accomplishments and about the profession.
They recognize excellence in others and encourage it.
They are committed to supporting and interacting with their colleagues.
They are able to role-play others and understand their views.
They enjoy intellectual engagement and like to help others.
They are sensitive to the needs of others and generally recognize when others require support, direct assistance or independence.
They exercise good judgment in decisions concerning themselves and the welfare of others.

9. Mentor and Mentee Responsibilities
Mentor responsibilities
Mentee responsibilities

acting as a source of information and/or insight into the occupational field;
taking time to contact and meet mentor, both in the initial stages and on an on-going basis;
counseling regarding career development or strategies for achieving professional goals;
working to foster the mentoring relationship,
assisting with personal goal setting and planning;
thinking about goals before meeting a mentor and being willing to openly discuss these goals with their mentor;
teaching specific skills;
communicating expectations, needs and feelings
listening with an open mind, challenging and encouraging the exploration of ideas;
developing a trust relationship and sharing concerns;
encouraging professional behaviour;
negotiating activities in order to obtain goals;
facilitating self-directed learning;
embracing learning and exploration with enthusiasm and commitment;
providing feedback on observed performance;
being willing to listen and when appropriate take advice and also giving feedback on each session;
coaching for effective coping strategies;
learning to accept feedback and use it positively;
being a confidant during personal crisis, problems or transition.
trying to implement mentor suggestions.

10. A mentor can help a mentee to

Understand appropriate behaviour in social situations
Understand the workings of the organization
Acquire an open flexible attitude to learning
Understand different and conflicting ideas
Be aware of organisatinal politics
Overcome setbacks and obstacles
Acquire technical expertise
Gain knowledge and skills
Develop personality
Adjust Change
Develop values.

11. Some suggestions for positive results

Right at the first meeting, set expectations—what you can do and what you can’t, and what the mentee expects from you.
Generate a liking for your mentee. Find the person’s good qualities; it’s easier to help and guide when you like someone.
Don’t fall into the trap of instructing or lecturing. You are there to guide.
In mentoring meetings, allow the mentee to talk more than you do.
Fulfill promises. If you agree to do something, do it, or have a very good reason for not doing it.
Keep short records of each mentoring session with a note on progress, what advice you offered, and what you and the mentee agreed to do for next meeting.
Insist that the mentee keep a record book to record progress and what has to be done next.
Watch out for getting too involved in personal problems. If you feel any discomfort, direct the mentee to professional help if required.
If you feel the relationship is not working, end it sooner rather than later.