Archive for November, 2014

The Model for Mentoring Program Success

Posted on: November 26th, 2014 by Mentoring Talent presented by How To Mentor Toolkit No Comments

You may be considering implementing a mentoring program in your organization or re-vamping an old one that didn’t work out as well as you had hoped. In any case, be sure you realize that a successful mentoring program is not something that can just be thrown together.

It takes time and energy to institute a successful mentoring program. Make sure you spend that energy in the right places from the very beginning – or else risk a less than successful program and your own wasted effort.

Don’t set yourself up for failure before you even begin. Follow the PIE-M step-by-step approach towards mentoring to ensure the success of your program.

Plan

Kick off your mentoring program right by planning it out beforehand. Just as with any other project, you need to conceptualize mentoring within your organization before you even carry out any of its physical procedures.

  • Establish mentoring as an organizational business strategy
  • Tie mentoring to specific organizational objectives
  • Assess possible challenges so you’re ready
  • Identify measurements and expected outcomes, both from a qualitative and a quantitative basis

 

In the planning step of PIE-M, you are bringing your program under a microscope to evaluate the entirety of the project before you begin, enabling you to know before you go.

Implement

Now that you have established mentoring within your organization, it is time to start putting all of that planning into action.

  • Ensure there are specific role profiles for your mentors, mentees, managers and administrators alike to ensure expectations are understood and accepted
  • Provide mentoring training to be sure your mentors, mentees, managers and program administrators are able to fulfill their roles. (For more on the importance of mentoring training, read our article “The Perils of Skipping Mentoring Training.”)

 

Evaluate

Once you set up your program, now is not the time to leave it to function on its own.

Caution: This is where most mentoring programs fall apart.

Follow the third step in the PIE-M model and evaluate the progress of your program throughout its cycle.

  1. Track the progress of the mentoring partnerships
  2. Gather feedback from the participants
  3. Assess the effectiveness of the program and where the problem areas are as well as the areas where you’re doing things right
  4. Accomplish steps #1 – #3 on a regular basis. Schedule these checkpoints throughout the life of the program to ensure they happen

 

Manage

Once you take the step of evaluating the progress of your program, follow through by managing the necessary changes. Mentoring technology enables you to take the management of your program to a new level. Such software helps you gather quantitative data, calculate your ROI, and see where essential changes need to be made.

Don’t worry if you discover that some areas need some help, as that is what this step is for. Proper management of your program is the best way to avoid failure because it allows you to step in and change things before they go too far downhill.

Envision PIE-M as a cycle, not just a straight through process. Each step is linked to the next in a cohesive way that facilitates the natural process of mentoring.

PIE-M Chart

What is modern mentoring?

Posted on: November 19th, 2014 by Management Mentors presented by How To Mentor Toolkit No Comments

Modern mentoring goes beyond the traditional one-to-one mentoring model that pairs a senior member of the organization with a junior member. Instead, modern mentoring encompasses a wide variety of models and philosophies, such as reverse mentoring, speed mentoring, and situational mentoring (just to name a few).

Technology often plays a role in modern mentoring. For example, a mentor and mentoree might meet via Skype. The rules are often more casual as well. In a traditional one-to-one model, mentors and mentorees meet weekly or bi-weekly, in person, for nine to 12 months. In modern mentoring models, the mentoring is often completed more quickly, sometimes even within a couple of hours.

Mentoring for Knowledge Transfer: Bridging Today and Tomorrow

Posted on: November 12th, 2014 by Mentoring Talent presented by How To Mentor Toolkit No Comments

The preservation of institutional knowledge has always been an essential part of any organization’s agenda. You spend too much time developing knowledge and skills to simply let it go every time someone relocates or retires.

Today’s workplace is going through some drastic changes that make the subject of knowledge transfer more important than ever. As a result, many companies are turning to mentoring programs in order to capture and preserve the knowledge of experienced employees.

Take a look at the two key problems that the modern workplace is facing, and learn about how you can prepare your organization for successful transitions during this shift in the dynamics of the workplace.

Reason #1: Mass Exit of Baby Boomers

We always knew that the retirement of the Baby Boom generation was going to cause a drastic change in workplace dynamics as well as pose a threat to our already unsteady economy. Those worries and predictions are no longer looming in the horizon; they are here.

At the start of the new year in 2011, the oldest members of the Baby Boom generation celebrated their 65th birthday. And on that day, today, and every day for the next 19 years, 10,000 Baby Boomers will reach age 65.

This immense increase in retirement-eligible employees causes organizations to take a step back and look at what they can do to maintain their knowledge base. This problem is not going to just vanish in the next few years. If your organization has not addressed the need for knowledge development strategies yet, now is the time to do so.

Gallup conducted their annual Economy and Personal Finance survey this past April, showing that the average age at which U.S. retirees report retiring is 62.

However, 39% of Baby Boomers that are still working say they don’t expect to retire until they are over the average “expected” age of 66:

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Even with this desire to stay in the workforce longer, our population is still aging drastically at a rate that will push each wave of boomers past that “expected” age of 66 each year.

 

The following graph represents the steady increase of 65 Americans as a share of our population over the course of the next several decades: (Source)

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Every month more than a quarter-million Americans turn 65. What are you going to do to prepare your company for such transitions?

Reason #2: New Job Market Mentality

Not only have we reached the “age of retirement” in the job market, but we have also begun to see a transition in the mentality of the job market itself.

According to recent statistics, the median number of years a U.S. worker has been in his or her current job is just 4.4 years, down sharply since the 1970s.

The expected tenure of the workforce’s youngest employees is almost half of that. Ninety-one percent of millennials expect to stay in a job for less than three years, according to the Future Workplace survey of 1,189 employees and 150 managers.

Employees are increasingly staying with organizations for shorter periods of time, and taking career development opportunities when and where they become available. Oftentimes this happens to be with an organization they don’t work for – and since the start of the global recovery from the 2008 recession, people have been able to afford to move around and pursue those opportunities.

How Mentoring for Knowledge Transfer Can Help You

Job transition, due to retirement or new job market mentality, is something your organization should be comfortable dealing with. If you’re not, now is the time to become familiar with the new face of the workplace.

A successful mentoring program provides your organization with an efficient method by which you can capture and retain the knowledge of experienced employees that you will eventually lose to retirement.

So how are you going to make sure all that critical information isn’t lost?

Mentoring allows for knowledge transfer between both the mentor and the mentee – but is especially geared to transfer from mentor to mentee. Mentoring for knowledge transfer has multiple benefits, including:

  • Engagement of employees by letting mentors know they are valued by the organization and providing mentees with the knowledge to progress and succeed
  • Organizational preparation to handle the “passing of the baton” between the retiring generation and the generations currently a part of the workforce and just now entering the workforce.
  • Creation a culture of continuous career development and knowledge transfer in your organization
  • Retention of employees who will be looking for career development opportunities – and who aren’t afraid to leave your organization to do so.
  • Amelioration of multigenerational conflict that may exist within your organization.

 

Just like Baby Boomer retirement isn’t a one-and-done event, neither should your knowledge-transfer efforts be. This will be an event that occurs over the next several years. And if knowledge transfer is a gradual and seamless effort, tomorrow’s leaders, managers, and employees will be gradually and seamlessly ready to fill those vacancies left by retirees – and they’ll not only be able to do it with the benefit of having that institutional knowledge and understanding, they’ll be able to build off of that knowledge and understanding in new and different ways.

It only takes a little bit of preparation – so make sure that you’re not left holding the baton (or the bag) at the end of it.

What is hybrid mentoring?

Posted on: November 5th, 2014 by Management Mentors presented by How To Mentor Toolkit No Comments

There is a new terminology arising in mentoring recently: hybrid mentoring. At Management Mentors, we call it Anytime Mentoring. In some cases hybrid mentoring is a result of trying to respond to millennials who are seeking quick and easy access via a mentoring software system to be able to get the mentoring they need when they need it.

Hybrid mentoring puts millennials in the driver’s seat in terms of managing their career development. 

A hybrid mentoring system will not only have the ability to find and match with a mentor, but will also have social networking components such as the ability to create groups, create projects with other colleagues, create resources, etc. (See screen show below of Management Mentors' Anytime Mentoring system.)

Although this new twist on mentoring is certainly a creative approach to introducing mentoring to this generation, it does not mean that traditional mentoring or group mentoring are no longer valid. All forms of mentoring have their place and ability to accomplish specific goals and objectives. The fact that we are adapting the experience of mentoring to a millennial audience speaks to the ongoing value of mentoring within today’s and tomorrow’s work force.