Best Practices In Mentoring

Best Practices & Standards In Mentoring Programs Management Mentors implements mentoring programs in organizations that want to establish a more connected work environment for their peo

Attracting, Developing & Retaining

Your Talent

Best Practices In Mentoring

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 in the at 617-789-4622

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 &

objectives of your organization.

– For this reason no two mentoring programs are the same and

“off-the-shelf” programs are not as effective

The Case For Mentoring

• Mentoring is one of the most effective tools in people

development.

– A study of the top 200 Executives in 50 large US companies

McKinsey 2000

• Mentoring is one of the top two most powerful

leadership development tools used in organisations.

– A study by the Institute of Management involving 1,500 UK

managers

The Case For Mentoring

• Seventy-one percent (71%) of Fortune 500 and private companies use mentoring in their organization

Business Finance Magazine, 2000

• Seventy-seven percent (77%) of U.S companies surveyed

in 2000 said mentoring improved both retention and

performance of employees

Business Finance Magazine, 2000

The Case For Mentoring

• “Some HR programs, such as bonus payments and

performance related pay or Mentoring programs are

strongly linked to growth in earnings and so contribute

directly to a company’s stock returns”

‘A Measure of Success’ People Management 2-May-02

• A mentoring initiative can not only lead to higher

retention but also attract new talent by demonstrating a company’s commitment to professional development

through mentoring

The Case For Management

damage”

TrainingZone 12-Feb-04

The Leader In Mentoring

Since 1989, Management Mentors has lead 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.

Best Practices & Standards

• 8 Core Standards identified in:

Formal & Informal Mentoring

Formal & Informal Mentoring

– Training and support provided

– Mentoring time limited (9-12 months.)

– Organization benefits directly

Coaching versus Mentoring

– Is 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 individual’s

manager

– Relationship is finite – ends as individuals move on to work in other jobs under other line managers

Coaching versus Mentoring

• Mentoring

– Formal, the individual’s 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

Why Formal Mentoring?

• Links competency development to strategic business needs

• Ensures that skills are developed

• Involves company’s experts in process

• Creates and promotes a learning and diverse culture

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”

Key Issues In Mentoring and Diversi ty

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

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 experiences… and the testing,…… and mentoring they

received during this crucial period”.

Breaking Through, Thomas & Gabarro p.31

Our 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@management-mentors.com

(617) 789-4622

Best Practices In Mentoring

Key Mentoring Pilot

Elements

Mentoring Pilot

Management Mentors Pilot Program (MMentPilot) 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.

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 Mentor’s

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.

Key Components of a

Successful Pilot

• Design

– Committed Design Task Force

– Effective Program Manager

– Clear Program Purpose

– Well Defined Goals

Key Steps In Creating A

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

Products, Materials & Support

(cont’d)

• Program Manager’s Manual & Program

• Program Manager’s Resource & Guide

• Communication Styles in Mentoring Instrument (Group

& Individual)

• Supporting Forms and Documentation

• Certification

• Best Practice Review & Consultancy

• Mentoring Program Management & Support service

Technology Options

Management Mentors supports clients in a variety of ways Besides our comprehensive materials and documentation we also offer to on-line tools that can help you achieve best in class mentoring

– Online Mentoring Management System

• MentoringComplete.com

– MentoringComplete allows you to keep all your mentor and mentoree

profiles on-line, sets criteria to support the matching process reducing your time and effort, and contains ongoing reports and evaluations for each mentoring pair For more information on this solution, visit

www.mentoringcomplete.com

• Mentor-Quest.com

– Finding a mentor just got a lot easier This innovative approach to seeking

a mentor can be bought online on a retail version or can be incorporated

into our MentoringComplete system.

Technology Options

• Online Mentoring Training Program

Our E-Learning solution to training:

 If you want to reduce your training costs, this online course for both mentors and mentorees will

introduce them to key concepts and provide tools

on how best to create and maintaining an effective mentoring relationship.

 If someone in your organization needs a refresher

on mentoring, this is the tool to use

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, supporting 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.

rpetrin@management-mentors.com

Tel: 617 789 4622 www.management-mentors.com