Mentors direct the performance of "rookie" employees through a partnership intended to accelerate the orientation of new hires. The success of this "introductory" phase begins with the acronym MENTOR, designed to provide companies with an understanding of how the aspects of management, empathy, networks, training, observation, and relentlessness assist in facilitating the personal and professional growth of new members.
The foundation of any mentoring program requires support from management with the aim of developing and retaining talent within the organization. Through company sponsored mentoring, management can improve knowledge, learning, and proficiency. Support from the top impacts the organization's culture by enhancing work relationships, teamwork, and the transfer of knowledge. Designing a process for matching the mentor and protégé that includes selection prerequisites, program visibility and resources, structured interaction, reward systems, and standards aligned with the strategic direction of the organization is essential.
An empathetic relationship between mentor and protégé facilitates a professional bond. Empathy is a critical skill in mentoring that provides a foundation for understanding the protégé's thoughts, uncertainties, and organizational perspective. Selecting a mentor should include members of the organization that possess knowledge in their field, a friendly and positive attitude, and compassion towards the new employee's underlying feelings, needs, and psychological state.
Mentoring networks are fundamentally necessary for the dissemination of formal and informal information, career development, training programs, and regulatory insight. Effective organizational mentoring programs should be designed to create a "coalition" of resources, support, and technical expertise within an industry. Mentoring programs also create a network of trade professionals dedicated to ensuring new personnel receive the necessary attention desired to overcome feelings of isolation derived from the need of being affiliated.
The primary goal of training during the mentoring process is to achieve a baseline of the protégé's aptitude, knowledge, and ability. Instruction should encompass work-readiness skills that incorporate social competencies, behavior expectations, work-ethic, dress codes, and punctuality through an integration of classroom and on-the-job instruction. Training during the mentorship process strives to optimize the utilization of human capital, as well as assisting the new employee with a successful transition into the organization.
Observation is an effective approach in assessing a protégé's competence. The culture of a structured mentoring program demonstrates a non-threatening learning environment. Offering reflective feedback, improving self-confidence combined with support and reassurance is instrumental while monitoring the progress of new employees. Observation aimed at enhancing familiarity, expanding knowledge, and encouraging interactions is useful in developing the proficiency necessary to achieve a desired level of mastery.
A successful mentoring program constitutes a relentless pursuit of precision that seeks to facilitate alliances and the transfer of essential information between new and seasoned employees. Companies should exercise an unyielding commitment to increasing the availability of on-the-job developmental experiences through mentoring. Uncompromising support for the advancement of knowledge and skills should be demonstrated through all phases of the process with the ambition of retaining new employees well into the future.
A mentoring program is an effective process companies use to orient new personnel while facilitating personal andprofessional growth. Successful adjustment within an organization should be aimed at developing and retaining fresh talent. Understanding the aspects of MENTOR will allow companies to recognize the significance of management, empathy, networks, training, observation, and relentlessness during the indoctrination of new personnel.
The foundation of any mentoring program requires support from management with the aim of developing and retaining talent within the organization. Through company sponsored mentoring, management can improve knowledge, learning, and proficiency. Support from the top impacts the organization's culture by enhancing work relationships, teamwork, and the transfer of knowledge. Designing a process for matching the mentor and protégé that includes selection prerequisites, program visibility and resources, structured interaction, reward systems, and standards aligned with the strategic direction of the organization is essential.
An empathetic relationship between mentor and protégé facilitates a professional bond. Empathy is a critical skill in mentoring that provides a foundation for understanding the protégé's thoughts, uncertainties, and organizational perspective. Selecting a mentor should include members of the organization that possess knowledge in their field, a friendly and positive attitude, and compassion towards the new employee's underlying feelings, needs, and psychological state.
Mentoring networks are fundamentally necessary for the dissemination of formal and informal information, career development, training programs, and regulatory insight. Effective organizational mentoring programs should be designed to create a "coalition" of resources, support, and technical expertise within an industry. Mentoring programs also create a network of trade professionals dedicated to ensuring new personnel receive the necessary attention desired to overcome feelings of isolation derived from the need of being affiliated.
The primary goal of training during the mentoring process is to achieve a baseline of the protégé's aptitude, knowledge, and ability. Instruction should encompass work-readiness skills that incorporate social competencies, behavior expectations, work-ethic, dress codes, and punctuality through an integration of classroom and on-the-job instruction. Training during the mentorship process strives to optimize the utilization of human capital, as well as assisting the new employee with a successful transition into the organization.
Observation is an effective approach in assessing a protégé's competence. The culture of a structured mentoring program demonstrates a non-threatening learning environment. Offering reflective feedback, improving self-confidence combined with support and reassurance is instrumental while monitoring the progress of new employees. Observation aimed at enhancing familiarity, expanding knowledge, and encouraging interactions is useful in developing the proficiency necessary to achieve a desired level of mastery.
A successful mentoring program constitutes a relentless pursuit of precision that seeks to facilitate alliances and the transfer of essential information between new and seasoned employees. Companies should exercise an unyielding commitment to increasing the availability of on-the-job developmental experiences through mentoring. Uncompromising support for the advancement of knowledge and skills should be demonstrated through all phases of the process with the ambition of retaining new employees well into the future.
A mentoring program is an effective process companies use to orient new personnel while facilitating personal andprofessional growth. Successful adjustment within an organization should be aimed at developing and retaining fresh talent. Understanding the aspects of MENTOR will allow companies to recognize the significance of management, empathy, networks, training, observation, and relentlessness during the indoctrination of new personnel.
About the Author:
Harlen Williams Jr. is a Doctoral candidate at Argosy University/Atlanta. Expected completion is November 2012. I serve as an Adjunct Associate Faculty with the University of Phoenix in Augusta, Georgia in the management content area.
Harlen Williams Jr. is a Doctoral candidate at Argosy University/Atlanta. Expected completion is November 2012. I serve as an Adjunct Associate Faculty with the University of Phoenix in Augusta, Georgia in the management content area.
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