Mentoring programs at work (part 6)
A mentoring program can have significant benefits for your organization.
Would you like to assess the readiness of your organization for a mentoring program? E-mail me at HRAskMe.firstname.lastname@example.org
This is the sixth HRAskeMe nugget on the subject of mentoring. In this nugget we'll look at ENGAGING participants and MAINTAINING your program.
- Launch your mentoring program with a communications to potential mentors and protegés. This communication MUST be sent over the signature of a senior manager strongly indicating support from that level for the program.
- This initial communication should clearly state: 1. The case for action / 2. Objectives of the program / 3. Means for signing-up…and 4. Next steps.
- Matching mentors and protegés will be your next significant step. You will want to deal with the following considerations: 1. Should self paring be allowed? / 2. At what point in their career should new hires be allowed to join the program? / 3. Can people join the program in mid-stream? / 4. Are there any cultural, gender, generational or other considerations?
- Plan for a workshop to launch the program to cover the following items: 1. Overview and goals / 2. Benefits to mentors and protegés / 3. Ground rules / 4. Schedule of any follow-up events and stewardship activities 5 / Review of mentoring skills and available resources…This workshop must be introduced by a senior manager, again to indicate support from that level for the program.
MAINTAINING the program:
- Assign someone to monitor the program throughout its cycle.
- Have this person check in occasionally with participants.
- Schedule a mid-cycle health check. This might be a survey and / or a workshop / team building event.
- The person monitoring the program should have the skills, resources and support to deal with any issues.
Our final nugget on mentoring will deal with STEWARDSHIP.
Here are links to our other nuggets on mentoring: