Mentoring: A Little Help Goes a Long Way
- Date: 2008-06-10 - Word Count: 632
Share This!
Mentoring programs offer companies an efficient and economical way to manage and develop human assets. A mentor can transform an average employee into an exceptional leader. A mentor can guide an up-and-coming leader through the maze of leadership skill acquisition. A mentor can even improve the production levels of low-performers. A mentor cannot, however, make an individual want to excel. Nor can a mentor simultaneously boost employee production and groom powerful leaders. Companies must, therefore, learn how to employ mentoring programs that make the most of limited resources. This requires that companies set parameters around the 'who' and 'what' of mentoring.
Mentors can give high potential employees an extra push or inefficient employees some needed discipline. Both groups are worthwhile subjects, but companies will find it difficult to simultaneously implement two distinct mentoring programs. Before employing mentors, therefore, companies must determine the subject of a mentoring program. As a company, you may prioritize leadership development over workforce productivity. If so, you will favor a mentoring program that produces top-line managers over one that yields efficient workers. On the flip side, a company that struggles to maintain a solid workforce may prefer to attain a stable employee roster before grooming employees for management.
Without clear parameters mentoring programs flop. Thus, once a company decides the subject of mentoring programs, it must then establish a process with defined objectives. A mentor for high performers will have an entirely different role than one whose focus is remedial. This is because employees in need of discipline typically are not next in line for management positions. A mentor striving to turn a productive employee into a productive manager will focus on the skills involved in overseeing a team. At minimum, this skill set will at minimum include communication, decisiveness and big-picture thinking. By contrast, a mentor for low-level employees will address such issues as attitude, production, efficiency, and time-management. Rarely will the skill sets overlap enough to permit a mentor to effectively work with both employee groups.
Every mentoring program needs a beginning and an end. The need to push an employee or groups of employees to the next level prompts the establishment of a mentor-mentee relationship. Mentoring could continue indefinitely, but at some point cost will override benefits. A company must determine the point at which mentoring will be deemed complete. It also must define indicators of effectiveness, the essential pieces of the puzzle. In other words, a company must have a clear understanding of the end goal, whether it is performance improvements or leadership readiness.
Arbitrary time frames are one way to mark an end, but may prove worthless if a mentee has not achieved the goal in the allotted time. Instead of concluding a mentoring program after six months, for example, companies should explore goal-based mentoring programs. A goal-based program focuses on an individual's capabilities and improvements rather than on some specific future date. A mentor will assess an employee's progress based on the skill sets needed to achieve the end goal. Every new skill set that an employee acquires marks a new milestone along the route to the finish line. Thus, mentoring will not be complete until every skill set can be checked off the list.
The selection of a mentor is an integral and definitive component to any mentoring program. A mentor can come from within the company if a person exists who is both capable and willing. Otherwise, a company can explore alternatives such as coaching, or contracting with retired business leaders. Each option has its own set of pros and cons. Whereas a mentor from within the company may have to relinquish duties to fulfill the mentor role, an external mentor can be costly for an organization. A company must decide how to best to use financial and human resources to accomplish the desired objectives.
Mentors can give high potential employees an extra push or inefficient employees some needed discipline. Both groups are worthwhile subjects, but companies will find it difficult to simultaneously implement two distinct mentoring programs. Before employing mentors, therefore, companies must determine the subject of a mentoring program. As a company, you may prioritize leadership development over workforce productivity. If so, you will favor a mentoring program that produces top-line managers over one that yields efficient workers. On the flip side, a company that struggles to maintain a solid workforce may prefer to attain a stable employee roster before grooming employees for management.
Without clear parameters mentoring programs flop. Thus, once a company decides the subject of mentoring programs, it must then establish a process with defined objectives. A mentor for high performers will have an entirely different role than one whose focus is remedial. This is because employees in need of discipline typically are not next in line for management positions. A mentor striving to turn a productive employee into a productive manager will focus on the skills involved in overseeing a team. At minimum, this skill set will at minimum include communication, decisiveness and big-picture thinking. By contrast, a mentor for low-level employees will address such issues as attitude, production, efficiency, and time-management. Rarely will the skill sets overlap enough to permit a mentor to effectively work with both employee groups.
Every mentoring program needs a beginning and an end. The need to push an employee or groups of employees to the next level prompts the establishment of a mentor-mentee relationship. Mentoring could continue indefinitely, but at some point cost will override benefits. A company must determine the point at which mentoring will be deemed complete. It also must define indicators of effectiveness, the essential pieces of the puzzle. In other words, a company must have a clear understanding of the end goal, whether it is performance improvements or leadership readiness.
Arbitrary time frames are one way to mark an end, but may prove worthless if a mentee has not achieved the goal in the allotted time. Instead of concluding a mentoring program after six months, for example, companies should explore goal-based mentoring programs. A goal-based program focuses on an individual's capabilities and improvements rather than on some specific future date. A mentor will assess an employee's progress based on the skill sets needed to achieve the end goal. Every new skill set that an employee acquires marks a new milestone along the route to the finish line. Thus, mentoring will not be complete until every skill set can be checked off the list.
The selection of a mentor is an integral and definitive component to any mentoring program. A mentor can come from within the company if a person exists who is both capable and willing. Otherwise, a company can explore alternatives such as coaching, or contracting with retired business leaders. Each option has its own set of pros and cons. Whereas a mentor from within the company may have to relinquish duties to fulfill the mentor role, an external mentor can be costly for an organization. A company must decide how to best to use financial and human resources to accomplish the desired objectives.
Related Tags: mentoring, career development, business mentoring, mentor, mentors, mentorship, new hire, mentoring instruction, mentor program, corporate mentorship, employee orientation, new hire orientation
Linda Finkle, CEO of Incedo Group, works closely with leaders and management to create sustainable productivity and organizational strength. She holds a Master Certified Coach designation through the International Coaching Federation. For more information on Linda and Incedo Group, please go to http://www.MakeSomeDamnMistakes.com Your Article Search Directory : Find in Articles
Recent articles in this category:
- The No. 1 Rule For Projecting Confidence - Speak With Authority
One of the most important characteristics a person can project in a business setting - or any situat - After the Autumn Checkout European Debt Crisis and U.S. Brewing Rebound
In the commotion caused by the Fed on interest rates come to an end, the "disastrous" for the euro a - Advantages Of Arcade Game Rentals
There are many different advantages to arcade game rentals. Most people need something to release th - A General Primer on Truck Cargo Nets
In modern highways it is quite rare to see truck cargo nets in action, this is because they are usua - The United States Will Burst More Severe Financial Crisis
Not long ago, suddenly announced that the central bank to raise interest rates, the interest rate hi - Niche Marketing Profits - 3 Easy Steps to Finding a Profitable Niche Market Income in 10 Minutes
Like most beginners I was having a very difficult time trying to find a niche market to earn extra m - The Importance of Hospitality Management Consulting Firms Toronto
Businesses and the managers that help guide any business are in a constant state of improvement and - New Keynesian Theory Label
2010 winner of the Nobel Prize in Economics three theories have been labeled as "New Keynesian" labe - Federal Reserve Pouring Money QE2 Unpredictable Fortune
U.S. economist Milton Friedman proposed a "throw the cash from a helicopter" view, while the practic - Fiscal Consolidation Should no Longer Delay
British Chancellor of the Exchequer George Osborne today announced fiscal consolidation policy, shoc
Most viewed articles in this category:
- Common Financial Problems to Avoid
One must first change their habits and not procrastinate. American Consultants Inc at offers key fi - How a Bad Hire Can Hurt Your Business
What's worse - hiring the wrong person or not hiring anyone at all? Companies can become almost des - Joel Comm Is Dr. Adsense
What is Adsense? If you are new to making money online and net marketing, you may not know what Ads - 5 Steps For A Dynamic Wealth System Online
Recipe: Opportunity + knowledge + Dynamic Wealth System + Your Action = Massive Success!!! Step 1 - How To Stop Foreclosure
Losing your house to a foreclosure can be very scary. There are times when circumstances are ou - How to Always Pitch A Strike
As business owners, we are always working on new ways to convince people to become customers, client - Membrane Diffuser Solutions for Wastewater Treatment Systems
In the aeration basin of a typical wastewater treatment plant there are both organic and inorganic m - Another Year Hating Your Job or Loving Life?
Copyright © 2007 Mary Foley I've come to the conclusion that to be successful - really successf - Dyestuff Industry In India And China
World demand for dyes and organic pigments to touch $10.6 billion in 2008According to a study on dye - Cma-cgm Case : the Series of Lawsuits Continues in Syria, Lebanon, Egypt, France, England and the United States
Damietta company case : The series of lawsuits continues in Syria, Lebanon, Egypt, France, England a