hi ppl :D ..
m actually new to this site..
m doin my mba 2nd yr.. doin a project on NEED FOR MENTORING AT SIFY.
actually here, at sify, mentoring s done only for management trainees. so my project s to find out if the sales trainees, and fresh recruits(1-2yrs work experince)also need mentoring program.
so for this.. i need to find out the effectiveness of mentoring , done for those management trainees first(who r only 25 ppl in number).
so totally i have to prepare 2 questionnaires..
1) to find the effectiveness of present mentoring program from the management trainees
2)to find whether the sales trainees and fresh recruits,(who havent undergone a mentoring prog), need a mentoring program or not.
CAN SOMEONE PLS HELP ME WIT THE QUESTIONNAIRES??
this s a new topic i have taken .. so m not gettin enough tips to frame my questionnaire... plssss help me out...
pls help me in framing the questionnaire.. as i dnt know wat questions r relevent. n wat s not...
my mail id s
From India, Chandigarh
m actually new to this site..
m doin my mba 2nd yr.. doin a project on NEED FOR MENTORING AT SIFY.
actually here, at sify, mentoring s done only for management trainees. so my project s to find out if the sales trainees, and fresh recruits(1-2yrs work experince)also need mentoring program.
so for this.. i need to find out the effectiveness of mentoring , done for those management trainees first(who r only 25 ppl in number).
so totally i have to prepare 2 questionnaires..
1) to find the effectiveness of present mentoring program from the management trainees
2)to find whether the sales trainees and fresh recruits,(who havent undergone a mentoring prog), need a mentoring program or not.
CAN SOMEONE PLS HELP ME WIT THE QUESTIONNAIRES??
this s a new topic i have taken .. so m not gettin enough tips to frame my questionnaire... plssss help me out...
pls help me in framing the questionnaire.. as i dnt know wat questions r relevent. n wat s not...
my mail id s
From India, Chandigarh
DIVYA,
I HAVE PROVIDED HEREBLOW, A RANGE OF IDEAS,
QUESTIONS /CONCEPTS.
IT IS MIXTURE AND NOT IN ANY ORDER.
YOU CAN USE THE MIX/ BLEND TO FRAME BOTH THE
QUESTIONNAIRES YOU NEED.
SOME MAY BE COMMON FOR BOTH.
YOU CAN ADD ON OTHERS.
AS YOU ARE CLOSE TO THE EXERCISE
-YOU KNOW THE PEOPLE
-YOU KNOW THE COMPANY
-YOU KNOW THE INDUSTRY
YOU ARE BETTER POSITIONED TO FRAME
BOTH THE QUESTIONNAIRES.
GOOD LUCK
REGARDS
LEO LINGHAM
===========================================
Were you in the Engineering or Management school?
¡õ Yes ¡õ No
2. Are you an honors student?
¡õ Yes ¡õ No
3. Which best describes your personality?
¡õ Extrovert ¡õ In-between ¡õ Introvert
4. Are you an ¡°indoor¡± or an ¡°outdoor¡± person?
¡õ Indoor ¡õ Outdoor
5. At a party, are you usually a person who _____ ?
¡õ Sticks to your own crowd
¡õ Circulates ¨C the more people you meet, the better.
6. What are your hobbies?
7.What do you do in your free time?
========================================
YOUR GOALS FOR PARTICIPATION IN THE MENTORING PROGRAM
-Develop leadership skills
- Develop presentation/communication
skills
- Develop teamwork skills
-Develop career-related skills
-Develop other engineering related skills
-Help me to do well in my engineering
studies
-Help me get a better understanding of
what engineering is
-Build my resume
-Give my time and efforts to a worthy
activity
-Seeking with the kind of
mentoring others received
-Use engineering skills to solve problems
-Fulfill development requirements
-Learn skills or new tools
-Feel more a part of management
-Meet corporate representatives
-Meet management guides
Other; please specify: ______________
________________________________
How comfortable have you been:
Asking your mentor questions? Not at all -> <-Very comfo
Responding to questions from your mentor? Not at all -> <-Very comfo
How interested are you now in:
Continuing in your current assignment ? Not at all -> <-Very
Working in other areas? Not at all -> <-Very
How satisfied have you been with:
Your one-on-one mentoring experience? Not at all -> <-Very
Your experience in Mentor group discussions? Not at all -> <-Very
The discussion suggestions from Mentor group ? Not at all -> <-Very
Resources and information provided ? Not at all -> <-Very
Have you experienced any of the following?
Your mentor taking a long time to get back to you Often -> <-Never
Taking a long time to get back to your mentorOften -> <-Never
Difficulty discussing something important to you Often -> <-Never
The sense that your mentor was interested in you Never -> <-Often
Feeling like a member of a larger Mentor community Not at all -> <-A lot
================================================== ===
Please rate:
The quality of the "match" between your mentor and you Poor -> <-Excellent
How satisfied you have been with your Mentor group experience this year Not at all -> <-Very
How often your mentor has written to you Not enough -> <-Too often
The length of your Mentor group experience this year Too short -> <-Too long
================================================== ========
Has your Mentor group experience affected your:
Self-confidence about your ability to succeed in your field? Decreased -> <-Increased
Belief that you would enjoy working in industry ? Decreased -> <-Increased
Desire to pursue a job in your field? Decreased -> <-Increased
================================================== =====
What have you and your mentor discussed?
Check each topic you have discussed.
Tick the topics that you have found most useful.
Topics We discussed
Most useful topics
(check up to 5)
Your backgrounds (education, interests, etc.)
Balancing a career and other interests, family,
etc.
Managing time, stress, or workplace demands
College coursework, majors, or advanced
degrees
Industry workplace, culture, values
Women's experiences at your mentor's company
Mentor's job, prior work experiences
Job hunting and interviewing
Your future career plans
Your mentor's future career plans
Differences between academia and industry
Your reasons for participating in MentorNet
E- mentoring logistics (such as how often to
write)
Social stuff: jokes, stories, personal news
=============================================
DID YOU SHARE WITH YOUR MENTOR
While participating in MentorNet, have you Yes No
Shared your resume with your mentor?
Seen your mentor's resume?
Sent your individual website URL to your mentor?
Looked at your mentor's individual or project website?
Looked at your mentor's company website?
Talked on the phone with your mentor?
Sent anything to your mentor via U.S. mail?
Met your mentor at his/her workplace?
Met your mentor anywhere else (for example, at a
=====================================
Do you expect to continue communicating regularly with
your mentor...
DO YOU EXPECT TO CONTINUE COMMUNICATE REGULARLY
WITH YOUR MENTOR ?
-Through the NEXT 12 MONTHS.
-Next year?
-Through means other than email (such as telephone calls or
face-to-face meetings)?
================================================== ======
WHY DID YOU AGREE TO PARTICIPATE IN MENTORING PROGRAM
================Why did you sign up tWWWo participate in MentorNet?
(
-I was interested in being mentored by someone in industry.
-Someone I respect recommended the program to me.
-I am not aware of mentoring opportunities on campus.
-Email is a convenient way for me to communicate.
-I can participate without having to schedule face-to-face meetings
with a mentor.
-I wanted to be mentored by someone who can provide an
"objective" perspective on my future.
-I thought the program might provide job or internship leads.
-I wanted to communicate with someone in my field.
==========================================
WHICH OF THE FOLLOWING POSITIVE OUTCOMES
HAVE YOU EXPERIENCED [ tick all that applies to you ]
====W====================================
=WH
-Encouragement and/or moral support from my mentor
-Networking, making contacts in industry
-Better understanding of skills used by engineering, science, or math
professionals
-Learning about my mentor's job and workplace environment
-Help in clarifying my future plans
-Perspective on balancing career and family, now or in the future
-Advice about job hunting or internships from your ementor
-Actually getting a job or an internship based on a tip or contact from your
ementor
-Increase in my self confidence
================================================== ====
What has been the most valuable aspect of your Mentoring experience?
What suggestions do you have for improving the Mentoring program?
================================================== ===
HOW DOES MENTORING HELPS THE MENTEES
Career advancement
-can facilitate the mentee¡¯s upward advancement.
¡¤ Information Gathering
¨C Participants can be a great source of organizational data, feedback, and fresh ideas.
-participants can serve an important link in keeping communications open.
- exchange the ¡°hard facts¡± about organizational issues
- participants may provide important feedback about how people
at different levels of the organization view things.
¡¤
Personal Satisfaction ¨C
- Mentees feel proud about participation / offering opinions.
¡¤ Sharpened Management/Leadership/Interpersonal Skills
¨C Mentees sharpen their own skills as they challenge / negotiate their points.
¡¤ Sources of Recognition ¨C
-Mentoring can build the mentee¡¯s reputation and facilitate the upward advancement.
¡¤ Expanded Professionalism
¨C Mentoring develop rewarding professionalism .
¡¤ Increased Commitment to the Organization ¨C Mentoring increases
mentees ¡¯ understanding and acceptance of organizational goals and values, and helps
feel like they are an integral part of the organization.
¡¤ Improved Performance
-The Mentees have an opportunity to expand their technical, interpersonal, and
leadership skills through the relationship.
-mentoring helps mentees identify and prepare for positions which best fit their needs and interests;
in turn, this benefits the organization by enabling it to fill positions with the most capable, motivated
personnel.
Mentoring is functionally efficient because mentees
are helped by their mentors to develop more direct road maps. Using participants for special projects
and rotational assignments, also provide a mechanism for meeting special organizational needs.
(continued)
¡¤ Improved Flow of Organizational Information ¨C Mentoring encourages the sharing of
organizational information between organizational levels; participants often serve as ¡°linking pins.¡±
¡¤ Management Development - Mentoring reduces the haphazardness of management development;
increases the effectiveness of developmental activities; and generally produces managers who are
comfortable with the responsibilities of senior level positions and are able to mobilize people and
resources.
¡¤ Managerial Succession ¨C Mentoring facilitates the smooth transfer of organizational culture,
values, and other key components to the next generation of leadership.
¡¤ Recruitment - A mentoring program makes the organization more attractive to potential
employees because it shows the organization cares about its employees.
¡¤ Mentoring builds confidence and encourages the individual to grow beyond the usual expectations.
¡¤ The MENTEE is provided a role model and sounding board.
¡¤ MENTEES have a better understanding of the organization and what is needed to succeed and
advance.
¡¤ The MENTEE has an opportunity to work on challenging and interesting projects, try more
advanced tasks, and demonstrate capabilities. In doing so, the employee may receive more visibility.
¡¤ Mentoring creates greater career satisfaction and their performance and
productivity ratings tend to be higher.
================================================== =======================
DO YOU BELIEVE THAT A MENTOR
-oversees the career and development of MENTEES.
- helps an employee clarify career goals, develop, and execute, an
Individual Development Plan (IDP).
- Coaches A MENTEE in enhancing skills and intellectual development;
-Passes along organizational information (structure, politics, personalities);
- Provides candid feedback to the MENTEES about perceived strengths and developmental needs;
-Points out opportunities for the MENTEES to develop and demonstrate capabilities (as well as
pointing out pitfalls to avoid);
- Advises the MENTEES on how to deal with real or perceived road blocks;
-Serves as a sounding board;
- Encourages and motivates the MENTEES;
-Builds the MENTEE¡¯s sense of self and level of self-confidence; and
- Links the MENTEE with others who can enhance the MENTEE¡¯s learning.
-helps a MENTEE transition from the relatively narrow focus of technical work to the more
complex field of management and leadership.
================================================== ================
WHAT ARE MENTEES' EXPECTATION FROM MENTOR
¡¤ Encouragement
¡¤ Support
¡¤ Honesty
¡¤ Candid Information & Advice
¡¤ ¡°Big Picture¡± View
¡¤ Guidance
¡¤ Suggestions
¡¤ Honest Appraisal of Capabilities
¡¤ Help with ¡°Vision¡±
¡¤ Assistance in Making ¡°Good¡± Choices
¡¤ Information on Opportunities Available/Possible help in Defining & Reaching Goals
¡¤ Benefit of mentor¡¯s experiences: What did and did not work
¡¤ An effort to really understand Employee¡¯s abilities & concerns
¡¤ Help in setting up Rotational Assignments
¡¤ Availability, without interruptions
¡¤ Non-attribution, honest discussions about tough issues
¡¤ Assistance in formulating a cohesive plan
¡¤ Help developing a ¡°Network¡± ¨C Introduction to ¡°Key Players¡±
¡¤ Idea stimulation, insight to career paths.
==================================================
WHAT DO YOU THINK , IS THE ROLE OF MENTORS
¡¤ Supportive ¨C supports the needs and aspirations of the MENTEE; encourages the MENTEE to
accept challenges and overcome difficulties.
¡¤ Patient ¨C patient and willing to provide adequate time to interact with the MENTEE.
¡¤ Respected ¨C has earned the respect of people within the organization; others look to the mentor as
a possible role model.
¡¤ People-Oriented ¨C genuinely interested in people and has a desire to help others; knows how to
effectively communicate and actively listen; able to resolve conflict and give appropriate feedback.
¡¤ A Good Motivator ¨C inspires the MENTEE to do better/stretch potential, through encouraging
feedback and challenging work assignments.
¡¤ Respectful of Others ¨C shows regard for well being of others; accepts the MENTEE¡¯s minor flaws,
just as the MENTEE must accept minor flaws of the mentor.
¡¤ An Effective Teacher ¨C helps to manage and guide the MENTEE¡¯s learning ¨C this means actively
trying to recognize and use teaching/learning opportunities (the opposite of a ¡°sink or swim¡±
approach).
¡¤ Self-confident ¨C appreciates an MENTEE¡¯s developing strengths and abilities, without viewing
them as a threat; enjoys being a part of an employee¡¯s growth and success.
¡¤ An Achiever ¨C sets lofty career goals, continually evaluates them and strives to reach them, takes
on more responsibility than is required, volunteers for more activities, and climbs the ¡°career ladder¡±
at a quick pace ¨C and inspires the MENTEE he or she mentors with the same drive for achievement.
================================================== ===========
WHAT DOES MENTOR SEEK IN A MENTEE
¡¤ Competence, credibility
¡¤ Ambition
¡¤ Desire to learn
¡¤ Commitment to the organization
¡¤ Initiative; eagerness to learn
¡¤ Desire and ability to accept more senior level responsibilities
¡¤ Loyalty
¡¤ Similar perceptions of work and the organization
¡¤ Ability to establish alliances
¡¤ Ability to work as a team player
¡¤ Ability to learn and demonstrate organizational savvy
¡¤ Candid information and feedback; conduit of organization information
¡¤ Ability to keep confidences
¡¤ Positive attitude
================================================== =========
AS A MENTEE , WHAT DO YOU LOOK FOR IN A MENTOR
¡¤ MENTOR'S career and goals ?
¡¤ Does the mentor have knowledge and experience in related areas, or better, in many areas?
¡¤ Is the mentor at the right level of the organization
¡¤ Is the mentor good at what he/she does?
¡¤ Is the mentor an achiever?
¡¤ Is the mentor a good role model?
¡¤ How does the organization judge the mentor? Is he or she well respected?
¡¤ What is the mentor's ability to develop alliances within the organization?
¡¤ Is the mentor supportive and respectful of others?
¡¤ Does the mentor value his/her job, enjoy the challenges, and understand the vision, mission, and
values of the larger organization?
¡¤ Will the mentor be available for uninterrupted quality meetings?
¡¤ Will you feel comfortable talking with the mentor honestly; do you trust him or her?
continued)
¡¤ Will the mentor take a genuine interest in your development? Is he or she enthusiastic about
mentoring?
¡¤ Will the mentor give you honest feedback about yourself and your developmental needs?
¡¤ Can the mentor help you find opportunities to gain visibility/demonstrate your capabilities?
¡¤ Will the mentor give you candid information about the organization, and be willing to share
knowledge, experience, and insights?
¡¤ Is the mentor a good teacher/coach/motivator?
¡¤ What do other employees say about the mentor, as a mentor?
¡¤ What are the mentor¡¯s expectations?
================================================== ============
WHAT IS YOUR RESPONSIBILITIES AS A MENTEE, WHILE BEING
MENTORED ?
The MENTEE must be an active participant in the relationship (after all, it¡¯s his or her career). In
particular, MENTEES must:
¡¤ Prepare ¨C do appropriate ¡°homework¡± for meetings with the mentor.
¡¤ Develop ¨C work to achieve skills, knowledge, and ability.
¡¤ Be Flexible ¨C listen to the mentor and consider new options which may be proposed.
¡¤ Take Initiative ¨C seek the mentor¡¯s advice when needed.
¡¤ Focus on the Goal ¨C don¡¯t get lost in the process. If it is not clear, ask the mentor how the proces
leads to the goal.
================================================== ==================
WHAT IS THE MOST IMPORTANT THINGS IN MENTORING RELATONSHIP ?
There are five essentials for a successful mentoring relationship. Both the mentor and the
MENTEE must want the relationship to work. Watch for signs of ¡°lopsided¡± mentoring: both the mentor
and the MENTEES should be committing appropriate time and energy to the process. Five things are
essential:
1. Respect - established when a MENTEE recognizes knowledge, skills, and abilities in the mentor
that he or she would like to possess; and when the mentor appreciates the success of the MENTEE to date
and the MENTEE¡¯s desire to develop his or her capabilities, experiences, and value to the organization.
2. Trust - is a two-way street. Mentors and MENTEES should work together to build trust, through
communicating, being available, predictability, and loyalty.
3. Partnership Building - The mentor and the MENTEE are professional partners. Natural barriers
that all partnerships face may include miscommunication or an uncertainty of each other¡¯s expectations.
Activities that can help you overcome these barriers include:
¡¤ Maintaining communication
¡¤ Fixing ¡°obvious¡± problems
¡¤ Forecasting how decisions could affect goals
¡¤ Frequent discussion of progress
¡¤ Monitoring changes
Successful partnerships develop through:
¡¤ The expressions of enthusiasms which both have for the relationship.
¡¤ Activities of idea exploration and successful problem solving which create and atmosphere of
emotional acceptance of each other.
¡¤ Strategies and tactics of change which move slowly enough to be monitored and adjusted to
assure optimum growth and success of the employee.
Mentoring: Questions and Answers
(continued)
4. Realistic Expectations & Self Perception ¨C A mentor should encourage the MENTEE to have
realistic expectations of:
¡¤ The MENTEE¡¯s capabilities
¡¤ Opportunities in terms of present and potential positions
¡¤ The energies and actions the mentor will commit to the mentoring relationship
¡¤ What the MENTEE must demonstrate to earn the mentor¡¯s support of his or her career
development
A mentor may help define the MENTEE¡¯s self-perception by discussing social traits, intellectual abilities
and talents, beliefs, and roles. It is important for the mentor to always provide honest feedback.
5. Time ¨C Set aside specific time to meet; do not change times unless absolutely necessary. Meet
periodically, and at mutually convenient times when you can control interruptions. Frequently ¡°check in¡±
with each other via informal phone calls, etc. (it¡¯s a good idea to schedule even informal activities to
================================================== =====================
WHAT TYPES OF ACTIVITIES DID THE MENTOR SUGGEST?
-Reading books, articles, journals, news publications, etc.
-Trying new projects/special assignments
-Giving presentations
- Joining or chairing a team or panel
- Involvement in ¡°Corporate projects/task forces/organizational change efforts
- Representing the supervisor at meetings
- Switching jobs with a coworker for a short period of time
- Professional society participation
- Conference/symposiums
- Organizational presentations/special effects
- Authoring professional publications
- Teaching subject matter courses
- Mentoring a junior employee
-Observation experience (then practicing desired skills)
- Informational interviews
- Community service
================================================== =====
HOW DO YOU KNOW THE MENTORING IS SUCCESSFUL ?
Some signs that a mentoring relationship is successful are:
- The mentored employee is open to change and transition, to exploring possibilities, helping others,
and learning from others.
- Both parties are inspired by the relationship and gain a great deal of satisfaction from it.
- There is a commitment to understanding and growing, and to confronting and working toward
solutions to problems that may arise.
-The MENTEE feels a bond or connection with the mentor, experiencing the relationship as one of
value in which mutual interest, respect, and straightforward communication are constants.
- The MENTEE is comfortable going to the mentor when counsel and support is desired. The
employee takes responsibility for meeting his/her own needs in the relationship.
- The mentor shows the MENTEE new aspects of his or her potential, helping the employee learn
about him or herself.
- The mentor has established a comfortable environment for learning and discussion, and enjoys
watching the MENTEE grow.
- When it comes time to separate, the relationship is on equal footing and the MENTEE regards the
mentor as a friend or peer he or she can seek for advice in the future. Because of the relationship, the
COMPANY has increased self-knowledge, self-acceptance, and self-confidence.
================================================== ============
DOES YOUR SUPERVISOR / MANAGER GET INVOLVED IN MENTORING?
DOES YOUR MENTOR BRIEF YOUR MANAGER CONTINUALLY ON THE
PROGRESS OF MENTORING ?
WHEN DOES THE MENTORING BEGIN ?
WHEN DOES THE MENTORING END ?
DOES THE MENTOR DEMONSTRATE THE DESIRED BEHAVIOR?
DOES THE MENTOR OBSERVE YOU, WHILE PERFORMING ?
DOES THE MENTOR EVALUATE THE PERFORMANCE BY GIVING
FEEDBACK?
=============================================
DID THE MENTOR HELP YOU TO LEARN FROM EXPERIENCE?
BY discussing the experience with the MENTEE this way:
1. Have the MENTEE give a concrete, detailed description of the experience. Probe for specifics on
what was done and how problems were handled rather than generalizations on ¡°how it went.¡±
2. Ask the MENTEE to describe feelings about particular aspects of the experience. This is known as
reflective observation.
3. Have the MENTEE explain what lessons were learned in the process. This leads to generalizations
about technique, politics, and interpersonal relations, working with the rules, organizational culture,
management styles, and functional interrelationships.
4. Based on the insights expressed in the above steps, get the MENTEE to discuss possible strategies
for future behavior in similar situations.
================================================== =====
*DO MENTORS ACT AS A GUIDE
-As a guide, MENTORS help navigate through the inner workings of the organization and decipher the ¡°unwritten
office rules¡± for the MENTEE . This information is usually the ¡°kernels of knowledge¡± that one only
acquires over a period of time. The inner workings of the organization are simply the ¡°behind the scenes¡±
dynamics, or office politics, that are not always apparent, but are crucial to know. The ¡°unwritten rules¡±
can include the special procedures your organization follows, the guidelines that are not always
documented, and the policies under consideration.
- also help the MENTEE navigate in the ¡°white waters¡± of change. How to deal with turmoil,
downsizing, rapidly changing missions and organization structures are issues that may be of great concern
to the employee.
------------------------------------------------------------------------------------
*DO MENTORS ADVISE ON YOUR CAREER GOAL?
Career advising involves helping the MENTEES to set and meet career goals.
1. DETERMINE THE MENTEE¡¯S INTERESTS
2. IDENTIFY THE MENTEE¡¯S KNOWLEDGE, SKILLS, AND ABILITIES WITHIN
THESE INTEREST AREAS
3. HELP THE MENTEE DEVELOP OR ISOLATE APPROPRIATE CAREER GOALS
Goals should be:
Specific: Goals need to be clearly defined about what the MENTEE wants to achieve.
Time-framed: Plan an overall time frame for goals with interim deadlines to ensure that the MENTEE is
moving toward these goals. It¡¯s important not to make goals too future oriented. Focus on a three-year
time frame.
Result-oriented: Concentrate on the result of your efforts, not so much on the activities that are required
to accomplish them. Activities are determined after the goals are set.
Relevant: The goals must be appropriate and in tune with organizational needs, while moving the
MENTEE closer to the type and level of work that he/she finds challenging and enjoyable.
Realistic: Goals must be within the MENTEE¡¯s reach. The MENTEE needs to feel challenged, but not
incapable of reaching the goals. Consider the special talents of the mentee and weigh these talents with
the requirements of the position for which the mentee strives. Help to create the right career ¡°fit¡± for
the mentee.
Limited in number: You may want to create several career goals to eliminate the possibilities of the
MENTEE feeling ¡°trapped,¡± but avoid setting too many goals at once. Concentrate first on setting goals
that will help the MENTEE accomplish what needs to be done.
Flexible: Goals should not be so rigid that adjustments can¡¯t be made. Sometimes changes in the
mentee¡¯s interests, or the individual¡¯s workplace, will require altering the mentee¡¯s goals.
4. TARGET THE AREAS THAT REQUIRE DEVELOPMENT
To target developmental areas, the mentee needs to know the requirements of future positions.
Identify the critical knowledge, skills, and abilities that will be needed,
for effective performance in the future. Weigh these against the knowledge,
skills, and abilities that the employee already possesses.
5. CREATE A WRITTERN DEVELOPMENT PLAN
The best way to assure that goals are reached is to outline specific actions to take in order to achieve
them-- suggest several career building activities and alternatives such as:
¡¤ Enrichment ¨C enhancing skills and responsibilities by seeking/accepting new tasks and
assignments while remaining on the current job.
¡¤ Reassignment ¨C moving to another position with different duties, without a change in pay.
¡¤ Job Rotation or Details ¨C temporary/time-limited assignments into a variety of functions or
related sub-specialties to give breadth of perspective, usually ending by returning to the
primary/original position or receiving a promotion.
¡¤ Education or training ¨C taking skill courses, enrolling in academic programs, or self-study
activities.
¡¤ Professional organization membership ¨C participation in meetings, holding office, attending
seminars/workshops/conferences, reading periodicals.
¡¤ Observation and discussion ¨C participation in ¡°cluster groups¡±, ¡°shadowing¡± assignments,
interviewing others in the target occupation.
6. DETERMINE SUCCESS INDICATORS
The MENTEE needs to have clear vision of what are the desired results of the developmental activity.
The employee needs to be able to answer the question ¡°How will I know I¡¯ve succeeded?¡± It¡¯s not
important what indicators you use, except that these indicators must be measurable and meaningful to the
employee. Once you have an action plan in place, it will be an ¡°enabler¡± to move the MENTEE toward
the career goals .
7. EVALUATE PROGRESS
Periodic meetings to evaluate progress toward the goals are the final step. This will provide the
opportunity to reflect on what has been learned and to make adjustments as necessary.
Marking/celebrating progress as interim goals are achieved can also be a motivational factor.
================================================== ===
*DO YOU CONSIDER YOUR MENTOR AS A ROLE MODEL ?
FOR VALUES , ETHICS AND PROFESSONAL PRACTICES
-----------------------------------------------------------------------------------------------
*DO YOU CONSIDER YOUR MENTOR AS A SPONSOR ?
FOR PROFESSONAL DEVELOPMENT
--------------------------------------------------------------------------------
*DO YOU CONSIDER YOUR MENTOR AS A MOTIVATOR ?
WITH ENCOURAGEMENT AND SUPPORT
================================================== ====
REGARDS
LEO LINGHAM
From India, Mumbai
260I HAVE PROVIDED HEREBLOW, A RANGE OF IDEAS,
QUESTIONS /CONCEPTS.
IT IS MIXTURE AND NOT IN ANY ORDER.
YOU CAN USE THE MIX/ BLEND TO FRAME BOTH THE
QUESTIONNAIRES YOU NEED.
SOME MAY BE COMMON FOR BOTH.
YOU CAN ADD ON OTHERS.
AS YOU ARE CLOSE TO THE EXERCISE
-YOU KNOW THE PEOPLE
-YOU KNOW THE COMPANY
-YOU KNOW THE INDUSTRY
YOU ARE BETTER POSITIONED TO FRAME
BOTH THE QUESTIONNAIRES.
GOOD LUCK
REGARDS
LEO LINGHAM
===========================================
Were you in the Engineering or Management school?
¡õ Yes ¡õ No
2. Are you an honors student?
¡õ Yes ¡õ No
3. Which best describes your personality?
¡õ Extrovert ¡õ In-between ¡õ Introvert
4. Are you an ¡°indoor¡± or an ¡°outdoor¡± person?
¡õ Indoor ¡õ Outdoor
5. At a party, are you usually a person who _____ ?
¡õ Sticks to your own crowd
¡õ Circulates ¨C the more people you meet, the better.
6. What are your hobbies?
7.What do you do in your free time?
========================================
YOUR GOALS FOR PARTICIPATION IN THE MENTORING PROGRAM
-Develop leadership skills
- Develop presentation/communication
skills
- Develop teamwork skills
-Develop career-related skills
-Develop other engineering related skills
-Help me to do well in my engineering
studies
-Help me get a better understanding of
what engineering is
-Build my resume
-Give my time and efforts to a worthy
activity
-Seeking with the kind of
mentoring others received
-Use engineering skills to solve problems
-Fulfill development requirements
-Learn skills or new tools
-Feel more a part of management
-Meet corporate representatives
-Meet management guides
Other; please specify: ______________
________________________________
How comfortable have you been:
Asking your mentor questions? Not at all -> <-Very comfo
Responding to questions from your mentor? Not at all -> <-Very comfo
How interested are you now in:
Continuing in your current assignment ? Not at all -> <-Very
Working in other areas? Not at all -> <-Very
How satisfied have you been with:
Your one-on-one mentoring experience? Not at all -> <-Very
Your experience in Mentor group discussions? Not at all -> <-Very
The discussion suggestions from Mentor group ? Not at all -> <-Very
Resources and information provided ? Not at all -> <-Very
Have you experienced any of the following?
Your mentor taking a long time to get back to you Often -> <-Never
Taking a long time to get back to your mentorOften -> <-Never
Difficulty discussing something important to you Often -> <-Never
The sense that your mentor was interested in you Never -> <-Often
Feeling like a member of a larger Mentor community Not at all -> <-A lot
================================================== ===
Please rate:
The quality of the "match" between your mentor and you Poor -> <-Excellent
How satisfied you have been with your Mentor group experience this year Not at all -> <-Very
How often your mentor has written to you Not enough -> <-Too often
The length of your Mentor group experience this year Too short -> <-Too long
================================================== ========
Has your Mentor group experience affected your:
Self-confidence about your ability to succeed in your field? Decreased -> <-Increased
Belief that you would enjoy working in industry ? Decreased -> <-Increased
Desire to pursue a job in your field? Decreased -> <-Increased
================================================== =====
What have you and your mentor discussed?
Check each topic you have discussed.
Tick the topics that you have found most useful.
Topics We discussed
Most useful topics
(check up to 5)
Your backgrounds (education, interests, etc.)
Balancing a career and other interests, family,
etc.
Managing time, stress, or workplace demands
College coursework, majors, or advanced
degrees
Industry workplace, culture, values
Women's experiences at your mentor's company
Mentor's job, prior work experiences
Job hunting and interviewing
Your future career plans
Your mentor's future career plans
Differences between academia and industry
Your reasons for participating in MentorNet
E- mentoring logistics (such as how often to
write)
Social stuff: jokes, stories, personal news
=============================================
DID YOU SHARE WITH YOUR MENTOR
While participating in MentorNet, have you Yes No
Shared your resume with your mentor?
Seen your mentor's resume?
Sent your individual website URL to your mentor?
Looked at your mentor's individual or project website?
Looked at your mentor's company website?
Talked on the phone with your mentor?
Sent anything to your mentor via U.S. mail?
Met your mentor at his/her workplace?
Met your mentor anywhere else (for example, at a
=====================================
Do you expect to continue communicating regularly with
your mentor...
DO YOU EXPECT TO CONTINUE COMMUNICATE REGULARLY
WITH YOUR MENTOR ?
-Through the NEXT 12 MONTHS.
-Next year?
-Through means other than email (such as telephone calls or
face-to-face meetings)?
================================================== ======
WHY DID YOU AGREE TO PARTICIPATE IN MENTORING PROGRAM
================Why did you sign up tWWWo participate in MentorNet?
(
-I was interested in being mentored by someone in industry.
-Someone I respect recommended the program to me.
-I am not aware of mentoring opportunities on campus.
-Email is a convenient way for me to communicate.
-I can participate without having to schedule face-to-face meetings
with a mentor.
-I wanted to be mentored by someone who can provide an
"objective" perspective on my future.
-I thought the program might provide job or internship leads.
-I wanted to communicate with someone in my field.
==========================================
WHICH OF THE FOLLOWING POSITIVE OUTCOMES
HAVE YOU EXPERIENCED [ tick all that applies to you ]
====W====================================
=WH
-Encouragement and/or moral support from my mentor
-Networking, making contacts in industry
-Better understanding of skills used by engineering, science, or math
professionals
-Learning about my mentor's job and workplace environment
-Help in clarifying my future plans
-Perspective on balancing career and family, now or in the future
-Advice about job hunting or internships from your ementor
-Actually getting a job or an internship based on a tip or contact from your
ementor
-Increase in my self confidence
================================================== ====
What has been the most valuable aspect of your Mentoring experience?
What suggestions do you have for improving the Mentoring program?
================================================== ===
HOW DOES MENTORING HELPS THE MENTEES
Career advancement
-can facilitate the mentee¡¯s upward advancement.
¡¤ Information Gathering
¨C Participants can be a great source of organizational data, feedback, and fresh ideas.
-participants can serve an important link in keeping communications open.
- exchange the ¡°hard facts¡± about organizational issues
- participants may provide important feedback about how people
at different levels of the organization view things.
¡¤
Personal Satisfaction ¨C
- Mentees feel proud about participation / offering opinions.
¡¤ Sharpened Management/Leadership/Interpersonal Skills
¨C Mentees sharpen their own skills as they challenge / negotiate their points.
¡¤ Sources of Recognition ¨C
-Mentoring can build the mentee¡¯s reputation and facilitate the upward advancement.
¡¤ Expanded Professionalism
¨C Mentoring develop rewarding professionalism .
¡¤ Increased Commitment to the Organization ¨C Mentoring increases
mentees ¡¯ understanding and acceptance of organizational goals and values, and helps
feel like they are an integral part of the organization.
¡¤ Improved Performance
-The Mentees have an opportunity to expand their technical, interpersonal, and
leadership skills through the relationship.
-mentoring helps mentees identify and prepare for positions which best fit their needs and interests;
in turn, this benefits the organization by enabling it to fill positions with the most capable, motivated
personnel.
Mentoring is functionally efficient because mentees
are helped by their mentors to develop more direct road maps. Using participants for special projects
and rotational assignments, also provide a mechanism for meeting special organizational needs.
(continued)
¡¤ Improved Flow of Organizational Information ¨C Mentoring encourages the sharing of
organizational information between organizational levels; participants often serve as ¡°linking pins.¡±
¡¤ Management Development - Mentoring reduces the haphazardness of management development;
increases the effectiveness of developmental activities; and generally produces managers who are
comfortable with the responsibilities of senior level positions and are able to mobilize people and
resources.
¡¤ Managerial Succession ¨C Mentoring facilitates the smooth transfer of organizational culture,
values, and other key components to the next generation of leadership.
¡¤ Recruitment - A mentoring program makes the organization more attractive to potential
employees because it shows the organization cares about its employees.
¡¤ Mentoring builds confidence and encourages the individual to grow beyond the usual expectations.
¡¤ The MENTEE is provided a role model and sounding board.
¡¤ MENTEES have a better understanding of the organization and what is needed to succeed and
advance.
¡¤ The MENTEE has an opportunity to work on challenging and interesting projects, try more
advanced tasks, and demonstrate capabilities. In doing so, the employee may receive more visibility.
¡¤ Mentoring creates greater career satisfaction and their performance and
productivity ratings tend to be higher.
================================================== =======================
DO YOU BELIEVE THAT A MENTOR
-oversees the career and development of MENTEES.
- helps an employee clarify career goals, develop, and execute, an
Individual Development Plan (IDP).
- Coaches A MENTEE in enhancing skills and intellectual development;
-Passes along organizational information (structure, politics, personalities);
- Provides candid feedback to the MENTEES about perceived strengths and developmental needs;
-Points out opportunities for the MENTEES to develop and demonstrate capabilities (as well as
pointing out pitfalls to avoid);
- Advises the MENTEES on how to deal with real or perceived road blocks;
-Serves as a sounding board;
- Encourages and motivates the MENTEES;
-Builds the MENTEE¡¯s sense of self and level of self-confidence; and
- Links the MENTEE with others who can enhance the MENTEE¡¯s learning.
-helps a MENTEE transition from the relatively narrow focus of technical work to the more
complex field of management and leadership.
================================================== ================
WHAT ARE MENTEES' EXPECTATION FROM MENTOR
¡¤ Encouragement
¡¤ Support
¡¤ Honesty
¡¤ Candid Information & Advice
¡¤ ¡°Big Picture¡± View
¡¤ Guidance
¡¤ Suggestions
¡¤ Honest Appraisal of Capabilities
¡¤ Help with ¡°Vision¡±
¡¤ Assistance in Making ¡°Good¡± Choices
¡¤ Information on Opportunities Available/Possible help in Defining & Reaching Goals
¡¤ Benefit of mentor¡¯s experiences: What did and did not work
¡¤ An effort to really understand Employee¡¯s abilities & concerns
¡¤ Help in setting up Rotational Assignments
¡¤ Availability, without interruptions
¡¤ Non-attribution, honest discussions about tough issues
¡¤ Assistance in formulating a cohesive plan
¡¤ Help developing a ¡°Network¡± ¨C Introduction to ¡°Key Players¡±
¡¤ Idea stimulation, insight to career paths.
==================================================
WHAT DO YOU THINK , IS THE ROLE OF MENTORS
¡¤ Supportive ¨C supports the needs and aspirations of the MENTEE; encourages the MENTEE to
accept challenges and overcome difficulties.
¡¤ Patient ¨C patient and willing to provide adequate time to interact with the MENTEE.
¡¤ Respected ¨C has earned the respect of people within the organization; others look to the mentor as
a possible role model.
¡¤ People-Oriented ¨C genuinely interested in people and has a desire to help others; knows how to
effectively communicate and actively listen; able to resolve conflict and give appropriate feedback.
¡¤ A Good Motivator ¨C inspires the MENTEE to do better/stretch potential, through encouraging
feedback and challenging work assignments.
¡¤ Respectful of Others ¨C shows regard for well being of others; accepts the MENTEE¡¯s minor flaws,
just as the MENTEE must accept minor flaws of the mentor.
¡¤ An Effective Teacher ¨C helps to manage and guide the MENTEE¡¯s learning ¨C this means actively
trying to recognize and use teaching/learning opportunities (the opposite of a ¡°sink or swim¡±
approach).
¡¤ Self-confident ¨C appreciates an MENTEE¡¯s developing strengths and abilities, without viewing
them as a threat; enjoys being a part of an employee¡¯s growth and success.
¡¤ An Achiever ¨C sets lofty career goals, continually evaluates them and strives to reach them, takes
on more responsibility than is required, volunteers for more activities, and climbs the ¡°career ladder¡±
at a quick pace ¨C and inspires the MENTEE he or she mentors with the same drive for achievement.
================================================== ===========
WHAT DOES MENTOR SEEK IN A MENTEE
¡¤ Competence, credibility
¡¤ Ambition
¡¤ Desire to learn
¡¤ Commitment to the organization
¡¤ Initiative; eagerness to learn
¡¤ Desire and ability to accept more senior level responsibilities
¡¤ Loyalty
¡¤ Similar perceptions of work and the organization
¡¤ Ability to establish alliances
¡¤ Ability to work as a team player
¡¤ Ability to learn and demonstrate organizational savvy
¡¤ Candid information and feedback; conduit of organization information
¡¤ Ability to keep confidences
¡¤ Positive attitude
================================================== =========
AS A MENTEE , WHAT DO YOU LOOK FOR IN A MENTOR
¡¤ MENTOR'S career and goals ?
¡¤ Does the mentor have knowledge and experience in related areas, or better, in many areas?
¡¤ Is the mentor at the right level of the organization
¡¤ Is the mentor good at what he/she does?
¡¤ Is the mentor an achiever?
¡¤ Is the mentor a good role model?
¡¤ How does the organization judge the mentor? Is he or she well respected?
¡¤ What is the mentor's ability to develop alliances within the organization?
¡¤ Is the mentor supportive and respectful of others?
¡¤ Does the mentor value his/her job, enjoy the challenges, and understand the vision, mission, and
values of the larger organization?
¡¤ Will the mentor be available for uninterrupted quality meetings?
¡¤ Will you feel comfortable talking with the mentor honestly; do you trust him or her?
continued)
¡¤ Will the mentor take a genuine interest in your development? Is he or she enthusiastic about
mentoring?
¡¤ Will the mentor give you honest feedback about yourself and your developmental needs?
¡¤ Can the mentor help you find opportunities to gain visibility/demonstrate your capabilities?
¡¤ Will the mentor give you candid information about the organization, and be willing to share
knowledge, experience, and insights?
¡¤ Is the mentor a good teacher/coach/motivator?
¡¤ What do other employees say about the mentor, as a mentor?
¡¤ What are the mentor¡¯s expectations?
================================================== ============
WHAT IS YOUR RESPONSIBILITIES AS A MENTEE, WHILE BEING
MENTORED ?
The MENTEE must be an active participant in the relationship (after all, it¡¯s his or her career). In
particular, MENTEES must:
¡¤ Prepare ¨C do appropriate ¡°homework¡± for meetings with the mentor.
¡¤ Develop ¨C work to achieve skills, knowledge, and ability.
¡¤ Be Flexible ¨C listen to the mentor and consider new options which may be proposed.
¡¤ Take Initiative ¨C seek the mentor¡¯s advice when needed.
¡¤ Focus on the Goal ¨C don¡¯t get lost in the process. If it is not clear, ask the mentor how the proces
leads to the goal.
================================================== ==================
WHAT IS THE MOST IMPORTANT THINGS IN MENTORING RELATONSHIP ?
There are five essentials for a successful mentoring relationship. Both the mentor and the
MENTEE must want the relationship to work. Watch for signs of ¡°lopsided¡± mentoring: both the mentor
and the MENTEES should be committing appropriate time and energy to the process. Five things are
essential:
1. Respect - established when a MENTEE recognizes knowledge, skills, and abilities in the mentor
that he or she would like to possess; and when the mentor appreciates the success of the MENTEE to date
and the MENTEE¡¯s desire to develop his or her capabilities, experiences, and value to the organization.
2. Trust - is a two-way street. Mentors and MENTEES should work together to build trust, through
communicating, being available, predictability, and loyalty.
3. Partnership Building - The mentor and the MENTEE are professional partners. Natural barriers
that all partnerships face may include miscommunication or an uncertainty of each other¡¯s expectations.
Activities that can help you overcome these barriers include:
¡¤ Maintaining communication
¡¤ Fixing ¡°obvious¡± problems
¡¤ Forecasting how decisions could affect goals
¡¤ Frequent discussion of progress
¡¤ Monitoring changes
Successful partnerships develop through:
¡¤ The expressions of enthusiasms which both have for the relationship.
¡¤ Activities of idea exploration and successful problem solving which create and atmosphere of
emotional acceptance of each other.
¡¤ Strategies and tactics of change which move slowly enough to be monitored and adjusted to
assure optimum growth and success of the employee.
Mentoring: Questions and Answers
(continued)
4. Realistic Expectations & Self Perception ¨C A mentor should encourage the MENTEE to have
realistic expectations of:
¡¤ The MENTEE¡¯s capabilities
¡¤ Opportunities in terms of present and potential positions
¡¤ The energies and actions the mentor will commit to the mentoring relationship
¡¤ What the MENTEE must demonstrate to earn the mentor¡¯s support of his or her career
development
A mentor may help define the MENTEE¡¯s self-perception by discussing social traits, intellectual abilities
and talents, beliefs, and roles. It is important for the mentor to always provide honest feedback.
5. Time ¨C Set aside specific time to meet; do not change times unless absolutely necessary. Meet
periodically, and at mutually convenient times when you can control interruptions. Frequently ¡°check in¡±
with each other via informal phone calls, etc. (it¡¯s a good idea to schedule even informal activities to
================================================== =====================
WHAT TYPES OF ACTIVITIES DID THE MENTOR SUGGEST?
-Reading books, articles, journals, news publications, etc.
-Trying new projects/special assignments
-Giving presentations
- Joining or chairing a team or panel
- Involvement in ¡°Corporate projects/task forces/organizational change efforts
- Representing the supervisor at meetings
- Switching jobs with a coworker for a short period of time
- Professional society participation
- Conference/symposiums
- Organizational presentations/special effects
- Authoring professional publications
- Teaching subject matter courses
- Mentoring a junior employee
-Observation experience (then practicing desired skills)
- Informational interviews
- Community service
================================================== =====
HOW DO YOU KNOW THE MENTORING IS SUCCESSFUL ?
Some signs that a mentoring relationship is successful are:
- The mentored employee is open to change and transition, to exploring possibilities, helping others,
and learning from others.
- Both parties are inspired by the relationship and gain a great deal of satisfaction from it.
- There is a commitment to understanding and growing, and to confronting and working toward
solutions to problems that may arise.
-The MENTEE feels a bond or connection with the mentor, experiencing the relationship as one of
value in which mutual interest, respect, and straightforward communication are constants.
- The MENTEE is comfortable going to the mentor when counsel and support is desired. The
employee takes responsibility for meeting his/her own needs in the relationship.
- The mentor shows the MENTEE new aspects of his or her potential, helping the employee learn
about him or herself.
- The mentor has established a comfortable environment for learning and discussion, and enjoys
watching the MENTEE grow.
- When it comes time to separate, the relationship is on equal footing and the MENTEE regards the
mentor as a friend or peer he or she can seek for advice in the future. Because of the relationship, the
COMPANY has increased self-knowledge, self-acceptance, and self-confidence.
================================================== ============
DOES YOUR SUPERVISOR / MANAGER GET INVOLVED IN MENTORING?
DOES YOUR MENTOR BRIEF YOUR MANAGER CONTINUALLY ON THE
PROGRESS OF MENTORING ?
WHEN DOES THE MENTORING BEGIN ?
WHEN DOES THE MENTORING END ?
DOES THE MENTOR DEMONSTRATE THE DESIRED BEHAVIOR?
DOES THE MENTOR OBSERVE YOU, WHILE PERFORMING ?
DOES THE MENTOR EVALUATE THE PERFORMANCE BY GIVING
FEEDBACK?
=============================================
DID THE MENTOR HELP YOU TO LEARN FROM EXPERIENCE?
BY discussing the experience with the MENTEE this way:
1. Have the MENTEE give a concrete, detailed description of the experience. Probe for specifics on
what was done and how problems were handled rather than generalizations on ¡°how it went.¡±
2. Ask the MENTEE to describe feelings about particular aspects of the experience. This is known as
reflective observation.
3. Have the MENTEE explain what lessons were learned in the process. This leads to generalizations
about technique, politics, and interpersonal relations, working with the rules, organizational culture,
management styles, and functional interrelationships.
4. Based on the insights expressed in the above steps, get the MENTEE to discuss possible strategies
for future behavior in similar situations.
================================================== =====
*DO MENTORS ACT AS A GUIDE
-As a guide, MENTORS help navigate through the inner workings of the organization and decipher the ¡°unwritten
office rules¡± for the MENTEE . This information is usually the ¡°kernels of knowledge¡± that one only
acquires over a period of time. The inner workings of the organization are simply the ¡°behind the scenes¡±
dynamics, or office politics, that are not always apparent, but are crucial to know. The ¡°unwritten rules¡±
can include the special procedures your organization follows, the guidelines that are not always
documented, and the policies under consideration.
- also help the MENTEE navigate in the ¡°white waters¡± of change. How to deal with turmoil,
downsizing, rapidly changing missions and organization structures are issues that may be of great concern
to the employee.
------------------------------------------------------------------------------------
*DO MENTORS ADVISE ON YOUR CAREER GOAL?
Career advising involves helping the MENTEES to set and meet career goals.
1. DETERMINE THE MENTEE¡¯S INTERESTS
2. IDENTIFY THE MENTEE¡¯S KNOWLEDGE, SKILLS, AND ABILITIES WITHIN
THESE INTEREST AREAS
3. HELP THE MENTEE DEVELOP OR ISOLATE APPROPRIATE CAREER GOALS
Goals should be:
Specific: Goals need to be clearly defined about what the MENTEE wants to achieve.
Time-framed: Plan an overall time frame for goals with interim deadlines to ensure that the MENTEE is
moving toward these goals. It¡¯s important not to make goals too future oriented. Focus on a three-year
time frame.
Result-oriented: Concentrate on the result of your efforts, not so much on the activities that are required
to accomplish them. Activities are determined after the goals are set.
Relevant: The goals must be appropriate and in tune with organizational needs, while moving the
MENTEE closer to the type and level of work that he/she finds challenging and enjoyable.
Realistic: Goals must be within the MENTEE¡¯s reach. The MENTEE needs to feel challenged, but not
incapable of reaching the goals. Consider the special talents of the mentee and weigh these talents with
the requirements of the position for which the mentee strives. Help to create the right career ¡°fit¡± for
the mentee.
Limited in number: You may want to create several career goals to eliminate the possibilities of the
MENTEE feeling ¡°trapped,¡± but avoid setting too many goals at once. Concentrate first on setting goals
that will help the MENTEE accomplish what needs to be done.
Flexible: Goals should not be so rigid that adjustments can¡¯t be made. Sometimes changes in the
mentee¡¯s interests, or the individual¡¯s workplace, will require altering the mentee¡¯s goals.
4. TARGET THE AREAS THAT REQUIRE DEVELOPMENT
To target developmental areas, the mentee needs to know the requirements of future positions.
Identify the critical knowledge, skills, and abilities that will be needed,
for effective performance in the future. Weigh these against the knowledge,
skills, and abilities that the employee already possesses.
5. CREATE A WRITTERN DEVELOPMENT PLAN
The best way to assure that goals are reached is to outline specific actions to take in order to achieve
them-- suggest several career building activities and alternatives such as:
¡¤ Enrichment ¨C enhancing skills and responsibilities by seeking/accepting new tasks and
assignments while remaining on the current job.
¡¤ Reassignment ¨C moving to another position with different duties, without a change in pay.
¡¤ Job Rotation or Details ¨C temporary/time-limited assignments into a variety of functions or
related sub-specialties to give breadth of perspective, usually ending by returning to the
primary/original position or receiving a promotion.
¡¤ Education or training ¨C taking skill courses, enrolling in academic programs, or self-study
activities.
¡¤ Professional organization membership ¨C participation in meetings, holding office, attending
seminars/workshops/conferences, reading periodicals.
¡¤ Observation and discussion ¨C participation in ¡°cluster groups¡±, ¡°shadowing¡± assignments,
interviewing others in the target occupation.
6. DETERMINE SUCCESS INDICATORS
The MENTEE needs to have clear vision of what are the desired results of the developmental activity.
The employee needs to be able to answer the question ¡°How will I know I¡¯ve succeeded?¡± It¡¯s not
important what indicators you use, except that these indicators must be measurable and meaningful to the
employee. Once you have an action plan in place, it will be an ¡°enabler¡± to move the MENTEE toward
the career goals .
7. EVALUATE PROGRESS
Periodic meetings to evaluate progress toward the goals are the final step. This will provide the
opportunity to reflect on what has been learned and to make adjustments as necessary.
Marking/celebrating progress as interim goals are achieved can also be a motivational factor.
================================================== ===
*DO YOU CONSIDER YOUR MENTOR AS A ROLE MODEL ?
FOR VALUES , ETHICS AND PROFESSONAL PRACTICES
-----------------------------------------------------------------------------------------------
*DO YOU CONSIDER YOUR MENTOR AS A SPONSOR ?
FOR PROFESSONAL DEVELOPMENT
--------------------------------------------------------------------------------
*DO YOU CONSIDER YOUR MENTOR AS A MOTIVATOR ?
WITH ENCOURAGEMENT AND SUPPORT
================================================== ====
REGARDS
LEO LINGHAM
From India, Mumbai
dear leo lingam..
thank u sir.. :) :) :) :) :) :) :) :)
i really really thank u for all those valuable suggestions that u have made.. it was so nice of u to help me out sir..
thank u sooooo much sir...
sir i would like to have your mai id as i can keep in touch wit u regarding my project .
regards...
divya :)
From India, Chandigarh
thank u sir.. :) :) :) :) :) :) :) :)
i really really thank u for all those valuable suggestions that u have made.. it was so nice of u to help me out sir..
thank u sooooo much sir...
sir i would like to have your mai id as i can keep in touch wit u regarding my project .
regards...
divya :)
From India, Chandigarh
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The art of mentoring.pdf
Mentoring.ppt