Mentoring
PROGRAM DEVELOPMENT
LINK 4 SUCCESS Corporate Conversations will guide you through the process as well as provide full service in developing and implementing a mentoring program. Let's continue the conversation.
Please select for further details.
PROGRAM DEVELOPMENT
LINK 4 SUCCESS Corporate Conversations will guide you through the process as well as provide full service in developing and implementing a mentoring program. Let's continue the conversation.
Please select for further details.
What is your strategic intent?
Is your goal to capture the knowledge that may be walking out the door when the baby boomers
Is it vital to attract and retain the Gen Y population?
Are you interested in creating a more diverse workforce and retaining them?
Is it important to develop the leaders of tomorrow?
What areas in your talent pool are most vulnerable to leaving the organization?
Will the mentorship program be part of an overall development strategy or a stand-alone initiative?
Is it your intent to be a more overall "learning culture"?
It is vital to be clear on the overall strategic intent and specific in the desired outcome. Setting quantifiable, realistic objectives for the pilot program is significant to its success. Getting buy-in and participation from senior management and key stakeholders will help insure success. It is ideal to integrate mentoring into other development initiatives.
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Is your goal to capture the knowledge that may be walking out the door when the baby boomers retire?
Is it vital to attract and retain the Gen Y population?Are you interested in creating a more diverse workforce and retaining them?Is it important to develop the leaders of tomorrow?What areas in your talent pool are most vulnerable to leaving the organization?Will the mentorship program be part of an overall development strategy or a stand-alone initiative?Is it your intent to be a more overall "learning culture"?It is vital to be clear on the overall strategic intent and specific in the desired outcome. Setting quantifiable, realistic objectives for the pilot program is significant to its success. Getting buy-in and participation from senior management and key stakeholders will help insure success. It is ideal to integrate mentoring into other development initiatives.
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Who are the participants and how are you selecting/soliciting them?
How will you choose your mentors? Nomination, voluntary, mandate, other?
What criteria will be used in selecting mentees? Levels, skills, diversity, other?
How does this fit in with the strategic intent?
It is ideal to have the program accessible to all employees, but to ensure the pilot program's success and have it manageable in the ramp-up phase, it's best to be more select. After the pilot's success, it can be opened up to accommodate a wider range of participants. Select mentors who have a good track record at the company who understand the politics of the organization. They need to be self-confident, have the ability to influence and challenge others and demonstrate an interest in helping others grow.
As mentees, you want individuals who will be open to feedback and have demonstrated a willingness to learn. They need to be clear about what areas they need development in and are proactive in growing their career.
Communicating and marketing the upcoming program is crucial in creating excitement and participation. Use posters, handouts or post on your company's intranet site. Facilitate an overview workshop explaining the program's purpose, goals and expectations for participants.
Back to Development Cycle
How will you choose your mentors? Nomination, voluntary, mandate, other?What criteria will be used in selecting mentees? Levels, skills, diversity, other?How does this fit in with the strategic intent?It is ideal to have the program accessible to all employees, but to ensure the pilot program's success and have it manageable in the ramp-up phase, it's best to be more select. After the pilot's success, it can be opened up to accommodate a wider range of participants. Select mentors who have a good track record at the company who understand the politics of the organization. They need to be self-confident, have the ability to influence and challenge others and demonstrate an interest in helping others grow.
As mentees, you want individuals who will be open to feedback and have demonstrated a willingness to learn. They need to be clear about what areas they need development in and are proactive in growing their career.
Communicating and marketing the upcoming program is crucial in creating excitement and participation. Use posters, handouts or post on your company's intranet site. Facilitate an overview workshop explaining the program's purpose, goals and expectations for participants.
Back to Development Cycle
Matching Mentors and Mentees
Who will be matching the pairs?
How will they be notified?
What criteria will you use to match?
Can the mentee choose his/her mentor?
It is ideal for the mentee to choose his/her mentor. If this is not possible, matches should be based on criteria, such as interests, goals, aspirations, and should be in alignment with the strategic intent of the program. You must be careful to not match anyone in his/her line of reporting. This will derail any relationship. Trust and confidentiality must not be compromised. Back to Development Cycle
Who will be matching the pairs?How will they be notified?What criteria will you use to match?Can the mentee choose his/her mentor?It is ideal for the mentee to choose his/her mentor. If this is not possible, matches should be based on criteria, such as interests, goals, aspirations, and should be in alignment with the strategic intent of the program. You must be careful to not match anyone in his/her line of reporting. This will derail any relationship. Trust and confidentiality must not be compromised.
Back to Development Cycle
Orientation, Training and Goal Setting
How are you planning to prepare mentors and mentees for their relationship?
What kinds of tools and training will be most helpful?
What skills and competencies need to be addressed?
What training is in place already to use as a foundation for mentors and mentees?
It is best to have an experienced mentorship consultant on board to facilitate and guide the orientation and training process. Back to Development Cycle
How are you planning to prepare mentors and mentees for their relationship?What kinds of tools and training will be most helpful?What skills and competencies need to be addressed?What training is in place already to use as a foundation for mentors and mentees?It is best to have an experienced mentorship consultant on board to facilitate and guide the orientation and training process.
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On-going Mentoring
This is the time when the mentors and mentees are learning about each other and working toward goals set in the first weeks of the program.
Honest feedback for both the mentor and mentee can be difficult but it is crucial for the success and growth of the relationship. Commitment, confidentiality and consistency are fundamental to developing trust. Back to Development Cycle
This is the time when the mentors and mentees are learning about each other and working toward goals set in the first weeks of the program.
| BUILDING | In the initial “Building the Relationship” stage, the mentor and mentee discuss and agree upon the ground rules, goals and expectations for the mentoring relationship, and will become acquainted with one another. This “getting acquainted” or “expectations setting” period should last for the first 2-3 meetings or the first 1½ months of the relationship. It is often referred to as "the honeymoon phase!" | |
| DEVELOPING | As the mentoring relationship matures and the mentor and mentee become more connected, the focus will shift from getting acquainted to the development of the mentee. During this stage, the partner will work toward developmental needs and the mentees current business challenges, and together they will make progress toward the goals established in the first stage. Expectations and/or goals of the mentoring relationship may be redefined if necessary. This stage will last for the bulk of the relationship, beginning during the second month and lasting through the final month of the program. | |
| TRANSITIONING | Toward the end of the formal mentoring program, mentoring partners may discuss how they might transition from a mentoring relationship to a different type of relationship over time. |
Honest feedback for both the mentor and mentee can be difficult but it is crucial for the success and growth of the relationship. Commitment, confidentiality and consistency are fundamental to developing trust.
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Monitoring and Supportt
How are you going to monitor the progress of the program?
How are you going to support and keep the relationships on track when people are busy with their
It is ideal to have check-ins with mentors and mentees at least three times during the mentorship cycle. Networking events and workshops are very useful in keeping the momentum. Back to Development Cycle
How are you going to monitor the progress of the program?How are you going to support and keep the relationships on track when people are busy with their everyday responsibilities?
It is ideal to have check-ins with mentors and mentees at least three times during the mentorship cycle. Networking events and workshops are very useful in keeping the momentum.
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Transition and Evaluation
How can mentors and mentees contribute to the evaluation process and share what they have learned?
What process is in place to ensure the learnings are incorporated into the next mentoring cycle?
How will the desired outcome be measured and tracked?
Measuring the efficacy and value of the program can be done with the use of questionnaires, anecdotal accounts, in-person interviews or in-group debriefing. Retention and promotions can be tracked over a period of three to five years and be linked to mentoring initiatives. Back to Development Cycle
How can mentors and mentees contribute to the evaluation process and share what they have learned?What process is in place to ensure the learnings are incorporated into the next mentoring cycle?How will the desired outcome be measured and tracked?Measuring the efficacy and value of the program can be done with the use of questionnaires, anecdotal accounts, in-person interviews or in-group debriefing. Retention and promotions can be tracked over a period of three to five years and be linked to mentoring initiatives.
Back to Development Cycle
CONTACT US
Contact us for more information at:
info@Link4Success.com
or call 646 267 9494
or call 646 267 9494