Do Organizations Know what it Takes to MENTOR New Personnel?

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Mentoring > Forum > Do Organizations Know what it Takes to MENTOR New Personnel?

Do Organizations Know what it Takes to MENTOR New Personnel?
Harlen Williams, Student, United States, Member
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.

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:
M - Management
E - Empathy
N - Networks
T - Training
O - Observation, and
R - 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 and professional 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.

MENTOR also can Be:
sam katz, United States, Member
Ps Mr. Williams, consider also:

Additional Aspects of Mentoring
Dinesh Divekar, Member
Dear Haren Williams, thank you very much for your write up on mentoring.
Having conducted training on this subject a couple of times, I can say that the concept of mentoring is requiring additional aspects beyond the acronym. The objective of a mentoring programme is to build the personality of the mentees and even their character. To do this, the mentor has to show a lot of patience.
Besides mentors requiring patience, the organisation must run an organisation-wide formal mentoring programme. For this, mentors and mentees must be trained properly. And their interactions must be recorded properly to allow for later analysis. To do this you need to have a mentoring coordinator.
Mentoring, if handled properly is quite deep and its effects are also deep.

Mentoring as a Comprehensive Tool for Strategy Processes
collin kamalizeni, Consultant, Swaziland, Member
All contributions are excellent and if taken in totality will make a huge impact. Mentoring should also be treated as an on-going exercise open to all employees. There are issues that call for renewed thinking, especially when one considers the ever-changing environment. Companies are continually transforming from time to time, positioning themselves to the new demands from the changing environment and the changing needs of customers.
Mentoring should therefore cover all issues related to such issues as turnaround and strategy processes, which require every participating employee to be mentored in order to relate to the adjustments taking place.

Mentoring is a comprehensive concept that can be used in an organization as a built-in strategy for re-shaping, re-vitalizing and re-positioning its workforce in order to meet its strategic goals and expectations.

Mentoring New Personnel
leonard haggai oduori, Project Manager, Kenya, Member
Mentoring new employees is a very useful aspect that hardly gets attention in many organizations. Mentoring can help new employees find their space in unfamiliar territory at work and steers them towards achieving company expectations.
For managers who do it well, they enable new employees to feel secure, accepted and confident that their ideas can find good reception in the organization.
It is important to quickly help new employees feel they are part of the organization and that its success depends on them. The resultant patriotism creates energy for innovation and sacrifice among new employees which contributes to organizational growth and retention of talent.

Mentoring, a Vital Aspect of Staff Training
Sappor, HR Consultant, Ghana, Member
I perfectly agree with you Leo, I am still fighting hard in my Department to bring Mentoring and Coaching of staff to the fore!
I will persevere.

Mentoring and Coaching
Belay Gezahegn, Director, Ethiopia, Member
What is the difference between coaching and mentoring? HR professional usually use these words interchangeably. Do they have well defined differences?
Editor: see this discussion at length on Mentoring versus Coaching

Mentoring while Performing the Duties
Gobinda Chandra Das, Accountant, India, Member
Thanks Mr. Williams, your MENTOR concept is very logical and instructive also.
- In my view "Observation" relates to Objectives. Unless the motto of objective is imbibed in spirit by the protégé to achieve the goal within a stipulated time or otherwise is time-bound, observations on the part of the mentor causes bitterness among the protégé and mentor. However, being a mentor we should observe and supervise. The protégé, as employee should be imbibed in body and mind to fulfill the objectives of the concerned organisation.
- Furthermore, "Relentless" may also be converted as Responsibility. Performing the duties without responsibility causes blame. Performing any duties assigned to the concerned should be aware to their situation and organisation also. Both should be reciprocal.

Special Interest Group Leader
Doug Lawrence

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