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umiat-ga
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mentoring in organizations AND OR companies
mentoring employees
======
Discuss why organisations develop formal mentoring programs. In your
discussion, include the potential benefits for the mentor and protégé
*********************************************************************
Mentoring is a method employed by organizations to help employees
gain valuable experience and efficient working tools by partnering
them with an experienced role model. Mentoring can be provided in
various forms. Individual, or one-on-one mentoring relationships have
been the most common, but a different form of organizational mentoring
is also beginning to emerge as an effective tool to produce effective
and productive change within the association.
Mentoring within organizations has become a popular method of
increasing employee productivity and sense of belonging to the
organization as a whole. The more an employee understands the goals
and direction of the organization, the more they can align their
individual work methods and goals to benefit the organization and
their own career advancement.
An organization may formally establish a mentoring program by
partnering specific individuals with a mentor, or by organizing
mentoring groups. For instance, a group of upper-level managers may
mentor a group of lower-level managers or groups of experienced women
may mentor the newly-hired women within the organization. More
informal mentoring partnerships may simply evolve through individual
or business relationships
Organizational mentoring often works better than one-on-one
mentoring. Organizational mentoring often employs the use of
incentives, bonuses, promotions, recognition and re-assignments to
reinforce an employee's strengths, rather than weaknesses. Mentoring
through the organization, as a whole, is most effective when employees
are given regular feedback on their strengths and weakness, This
allows the organization to communicate to the employee about how they
best fit into the overall demands of the organization. On the same
token, the employee sees their relationship to the organization as a
whole, and can gain a sense of what areas they need to improve in
order to become a better employee, and thus, gain some of the perks
like bonuses or promotions.
The recent economic trends that have forced companies to downsize
have made mentoring within organizations even more valuable. Mentoring
can help preserve the knowledge that has been gained within an
organization over the years, by passing that knowledge and experience
down through the ranks of newer employees. Good education can never
substitute for the "know-how" that is gained strictly through personal
experience within an organization. Mentoring is a cost-effective way
for organizations to provide new skills and increase job satisfaction.
Rather than hire outside companies to come in and train individuals
through workshops or seminars, "in-house" mentoring can be more
pointed toward an organization's particular goals and foster a sense
of camaraderie and "working together."
Although traditionally, mentoring is identified with a more
experienced individual working with one of less experience, new trends
in mentoring are emerging. For instance, a highly trained, upper-level
executive coming into an organization can benefit from the mentoring
provided by a less-educated, lower-level individual to learn about the
particular "culture" and "ways" of the organization. In this instance,
the mentoring relationship would not be directed toward professional
development. Instead, an employee in a lesser position within the
organization might partner with a new, higher-level recruit to assist
them in learning about the social aspects and peer relationships
within the organization.
Mentoring within an organization often takes two approaches. The most
recognizable form of mentoring is for professional development and
career advancement. In this instance, a higher-ranking employee may
take a younger professional under their wing and help them to learn
new skills so they can "move up the ladder." Mentoring of this sort is
very beneficial to the organization and the protégé', since the
training is particular to the organization, and thus, extremely
efficient.
A second form of mentoring that is very beneficial to both
organizations and individuals involves personal development.
Partnering with an individual to learn better communication skills and
means of interacting within group situations can help increase
self-esteem and translate into a more self-confident employee.
The internet and teleconferencing have brought mentoring to a new
level. Often, individuals may connect with professional mentors
outside of their particular organization via the internet. They can
learn valuable skills and job techniques that they bring back to their
own work environment, thus furthering their contribution to their own
organization. E-mail and teleconferencing are other methods of
organizations employ to connect their individuals with mentors. These
methods are especially valuable for businesses that have numerous
branches within a country or around the world.
The benefits to the individual, or protégé, from partnering with a
mentor are numerous. When an individual enters a new organization, the
mentor can be extremely helpful in introducing the person to both the
work environment and specific individuals. The mentor can provide
support during a difficult time of transition when the individual is
still getting "a feel" for the organization. Coaching in specific
skills, providing ideas for career advancement within the
organization, helping to identify goals and introducing additional
members and professional contacts who can most effectively help with
problematic situations can help the newcomer feel less isolated.
Mentors can benefit by gaining experience in developing human
resource, coaching, feedback and leadership skills which, in turn, is
also beneficial for the organization. Personal satisfaction in helping
someone to better themselves is invaluable and also allows mentors to
"give back" to the organization if they have, themselves, been the
recipient of mentoring in the past. Mentors often gain an increased
understanding of themselves and their ability to help the organization
through their own counseling abilities. Mentoring another also creates
a personal investment for the mentor in the success of the protégé
within the organization and the success of the organization overall.
The benefits an organization can derive from instituting a mentoring
program are extremely valuable and long-lasting. A mentoring program
implies an investment in the employee's future within the company. An
organization's mentoring program shows a very real commitment to
employee retention and motivation. Utilizing in-home mentoring is
cost-effective for the organization and beneficial by fostering a
sense of involvement and loyalty by all involved in the program.
Individual performance within the organization often gains a
significant boost when there is recognition of organizational backing
and support. Internal problems are also readily diffused when
individuals have a vested interest in one another.
Organizational mentoring can also quickly bring new employees "up to
speed," especially when they have had little experience in teamwork
and workplace social skills. Employees that don't quite mesh with the
organization are effectively identified and released, and only the
most qualified employees are retained. The entire organization
benefits when comprised of individuals who really desire to be part of
the team.
The major reasons employees leave organizations are primarily due to
problems perceived with the management. Individuals may perceive a
lack of opportunity to advance their career within the organization.
Management may fail to define the organization's objectives clearly,
leading to frustration and dissatisfaction among the employees.
Disarray may also lead an individual to feel that there is no real
cohesiveness or sense of belonging to the group. The mutual commitment
fostered by a mentoring program can alleviate many of these problems
and create a feeling of desire to work not only for individual
advancement but also for the advancement of the company.
Minnesota's McNeil's Steel is one company that knows the pitfalls
involved when a mentoring system is not in place. In the past, new
employees were trained by experienced workers who had been with the
company for a while. As the economy took off, the mentoring program
fell apart due to fervent activity. New employees were often left to
fend for themselves. A survey by company management revealed that new
employees felt the lack of training along with a seasoned employee. In
response, McNeil's has reinstated a mentoring program to help retain
it's employees in a tight labor market. The company's unique mentoring
program pairs new employees with mentors in all of the company's
various divisions so that they have a comprehensive understanding of
the company's manufacturing process. The employee then returns to
their specific job with a better understanding of how his specific job
fits in and impacts the company as a whole. McNeil's hopes that the
new mentoring program will pay off, both in employee retention and an
increased worker safety record.
There is no doubt that organizational mentoring is a great benefit to
all concerned. The following statistics highlighted in an article in
The Florida Water Resources Journal summarize the value of
organizational mentoring. A majority of executives surveyed in various
jobs stated that mentoring played a significant role in their careers.
More than half of college students highlight the importance of a
mentoring program in selecting employment. A majority of Fortune 500
executives by Account Temps stated that mentoring is an important
learning and development tool for employees within their
organizations.
According to Wendy Weber, managing director for the Human Capital
Consulting Group of Waldron Spheroid in Phoenix, organizational
mentoring is making a big comeback. Not only are employees seeking
mentors within their companies, but organizations are making increased
efforts to institute mentoring programs for their employees. Using and
passing on the wisdom already accumulated by others seems to make
perfect sense in increasing the overall efficiency and enthusiasm
within any type of organization.
Bibliography
"Who Benefits from Mentoring?" CILIP Personnel, Training and Education
Group.
http://www.cilip.org.uk/groups/pteg/mentoring3.html
"Mentoring Through Organizations," by Cynthia Georges. Discovery@Olin.
Winter 2003 Volume 2 Issue 1
http://www.olin.wustl.edu/discovery/Feature.cfm?sid=57
"Mentoring Commissioned Officers." U.S. Public Health Service.
http://www.usphs-scientist.org/handbook/PDF/mentoring.pdf
"Mentoring." CILIP Personnel, Training and Education Group.
http://www.cilip.org.uk/groups/pteg/mentoring1.html
"New Perspectives on Mentoring," by Sandra Kerka. ERIC Digest No. 194
(1998).
http://www.ericfacility.net/databases/ERIC_Digests/ed418249.html
"Dynamics of mentoring to workplace learning in labour organizations,"
by Drs. Rachel Yan LU and Prof. Dr. Herman Baert. Catholic University
of Leuven, Belgium. (2001)
http://216.239.39.100/search?q=cache:JrdYIg09CbUC:www.ulusofona.pt/inst/eventos/esrea/papers/Yan%2520Lu%2520paper.doc+mentoring+in+organizations+AND+OR+companies&hl=en&ie=UTF-8
"Mentoring and Coaching for Teams and Organizations." Leichtling and
Associates.
http://www.bhlassoc.com/teamsandorgs.html
"Guidelines for Mentoring Programs." Society for Technical
Communication. http://www.stc.org/PDF_Files/AD-109-02.pdf
"Mentoring new employees." Solution. The Gabriel Group.
http://www.gabrielgroup.com/Solutions/Mentoring/mentoring.html
"Can Mentoring Help Retain Employees?" by Kathleen Wilson. US Coast
Guard.
http://www.uscg.mil/hq/g-w/g-wt/g-wtl/mentor3.htm
"Training and Retaining High-Caliber Employees: A Successful Mentoring
Program," by Christine W. Miranda. Florida Water Resources Journal.
May 2002.
http://216.239.33.100/search?q=cache:4BDLy07MTCkC:www.fwrj.com/Articles%25202002/FWRJ_5_02-1.pdf+mentoring+employees&hl=en&ie=UTF-8
"Mentoring makes comeback as way to develop, keep employees happy," by
Angela Gonzales.The Business Journal (6/7/2002)
http://phoenix.bizjournals.com/phoenix/stories/2002/06/10/focus1.html
"Reasons to be a Mentor," by Dr. Linda Phillips-Jones. The Mentoring
Group
http://www.mentoringgroup.com/mentorsoct00.html
"McNelius Steel." Workforce Development Incorporated. (2001)
http://www.workforcedevelopment.ws/ebm/mcnelius.html |
Clarification of Answer by
umiat-ga
on
16 Mar 2003 15:00 PST
Please ignore the first answer. I have reformatted the essay for you,
and left some of the references out since they really didn't pertain
once I footnoted the paper. Following is the final essay:
+++++++++++++++
Mentoring is a method employed by organizations to help employees
gain valuable experience and efficient working tools by partnering
them with an experienced role model. Mentoring can be provided in
various forms. Individual, or one-on-one mentoring relationships have
been the most common, but a different form of organizational mentoring
is also beginning to emerge as an effective tool to produce effective
and productive change within the association. (1)
Mentoring within organizations has become a popular method of
increasing employee productivity and sense of belonging to the
organization as a whole. The more an employee understands the goals
and direction of the organization, the more they can align their
individual work methods and goals to benefit the organization and
their own career advancement.(1)
An organization may formally establish a mentoring program by
partnering specific individuals with a mentor, or by organizing
mentoring groups. For instance, a group of upper-level managers may
mentor a group of lower-level managers or groups of experienced women
may mentor the newly-hired women within the organization. More
informal mentoring partnerships may simply evolve through individual
or business relationships. (2)
Organizational mentoring often works better than one-on-one
mentoring. Organizational mentoring often employs the use of
incentives, bonuses, promotions, recognition and re-assignments to
reinforce an employee's strengths, rather than weaknesses. Mentoring
through the organization, as a whole, is most effective when employees
are given regular feedback on their strengths and weakness, This
allows the organization to communicate to the employee about how they
best fit into the overall demands of the organization. On the same
token, the employee sees their relationship to the organization as a
whole, and can gain a sense of what areas they need to improve in
order to become a better employee, and thus, gain some of the perks
like bonuses or promotions. (3)
The recent economic trends that have forced companies to downsize
have made mentoring within organizations even more valuable. Mentoring
can help preserve the knowledge that has been gained within an
organization over the years, by passing that knowledge and experience
down through the ranks of newer employees. Good education can never
substitute for the "know-how" that is gained strictly through personal
experience within an organization. Mentoring is a cost-effective way
for organizations to provide new skills and increase job satisfaction.
Rather than hire outside companies to come in and train individuals
through workshops or seminars, "in-house" mentoring can be more
pointed toward an organization's particular goals and foster a sense
of camaraderie and "working together." (2)
Although traditionally, mentoring is identified with a more
experienced individual working with one of less experience, new trends
in mentoring are emerging. For instance, a highly trained, upper-level
executive coming into an organization can benefit from the mentoring
provided by a less-educated, lower-level individual to learn about the
particular "culture" and "ways" of the organization. In this instance,
the mentoring relationship would not be directed toward professional
development. Instead, an employee in a lesser position within the
organization might partner with a new, higher-level recruit to assist
them in learning about the social aspects and peer relationships
within the organization.(2)
Mentoring within an organization often takes two approaches. The most
recognizable form of mentoring is for professional development and
career advancement. In this instance, a higher-ranking employee may
take a younger professional under their wing and help them to learn
new skills so they can "move up the ladder." Mentoring of this sort is
very beneficial to the organization and the protégé', since the
training is particular to the organization, and thus, extremely
efficient. (4)
A second form of mentoring that is very beneficial to both
organizations and individuals involves personal development.
Partnering with an individual to learn better communication skills and
means of interacting within group situations can help increase
self-esteem and translate into a more self-confident employee.(4)
The internet and teleconferencing have brought mentoring to a new
level. Often, individuals may connect with professional mentors
outside of their particular organization via the internet. They can
learn valuable skills and job techniques that they bring back to their
own work environment, thus furthering their contribution to their own
organization. E-mail and teleconferencing are other methods of
organizations employ to connect their individuals with mentors. These
methods are especially valuable for businesses that have numerous
branches within a country or around the world.(2)
The benefits to the individual, or protégé, from partnering with a
mentor are numerous. When an individual enters a new organization, the
mentor can be extremely helpful in introducing the person to both the
work environment and specific individuals. The mentor can provide
support during a difficult time of transition when the individual is
still getting "a feel" for the organization. Coaching in specific
skills, providing ideas for career advancement within the
organization, helping to identify goals and introducing additional
members and professional contacts who can most effectively help with
problematic situations can help the newcomer feel less isolated.
(3)(5)
Mentors can benefit by gaining experience in developing human
resource, coaching, feedback and leadership skills which, in turn, is
also beneficial for the organization. Personal satisfaction in helping
someone to better themselves is invaluable and also allows mentors to
"give back" to the organization if they have, themselves, been the
recipient of mentoring in the past. Mentors often gain an increased
understanding of themselves and their ability to help the organization
through their own counseling abilities. Mentoring another also creates
a personal investment for the mentor in the success of the protégé
within the organization and the success of the organization overall.
(3)(5)(8)
The benefits an organization can derive from instituting a mentoring
program are extremely valuable and long-lasting. A mentoring program
implies an investment in the employee's future within the company. An
organization's mentoring program shows a very real commitment to
employee retention and motivation. Utilizing in-home mentoring is
cost-effective for the organization and beneficial by fostering a
sense of involvement and loyalty by all involved in the program.
Individual performance within the organization often gains a
significant boost when there is recognition of organizational backing
and support. Internal problems are also readily diffused when
individuals have a vested interest in one another. (5)
Organizational mentoring can also quickly bring new employees "up to
speed," especially when they have had little experience in teamwork
and workplace social skills. Employees that don't quite mesh with the
organization are effectively identified and released, and only the
most qualified employees are retained. The entire organization
benefits when comprised of individuals who really desire to be part of
the team. (6) (9)
The major reasons employees leave organizations are primarily due to
problems perceived with the management. Individuals may perceive a
lack of opportunity to advance their career within the organization.
Management may fail to define the organization's objectives clearly,
leading to frustration and dissatisfaction among the employees.
Disarray may also lead an individual to feel that there is no real
cohesiveness or sense of belonging to the group. The mutual commitment
fostered by a mentoring program can alleviate many of these problems
and create a feeling of desire to work not only for individual
advancement but also for the advancement of the company. (7)
Minnesota's McNeil's Steel is one company that knows the pitfalls
involved when a mentoring system is not in place. In the past, new
employees were trained by experienced workers who had been with the
company for a while. As the economy took off, the mentoring program
fell apart due to fervent activity. New employees were often left to
fend for themselves. A survey by company management revealed that new
employees felt the lack of training along with a seasoned employee. In
response, McNeil's has reinstated a mentoring program to help retain
it's employees in a tight labor market. The company's unique mentoring
program pairs new employees with mentors in all of the company's
various divisions so that they have a comprehensive understanding of
the company's manufacturing process. The employee then returns to
their specific job with a better understanding of how his specific job
fits in and impacts the company as a whole. McNeil's hopes that the
new mentoring program will pay off, both in employee retention and an
increased worker safety record. (10)
There is no doubt that organizational mentoring is a great benefit to
all concerned. The following statistics highlighted in an article in
The Florida Water Resources Journal summarize the value of
organizational mentoring. A majority of executives surveyed in various
jobs stated that mentoring played a significant role in their careers.
More than half of college students highlight the importance of a
mentoring program in selecting employment. A majority of Fortune 500
executives by Account Temps stated that mentoring is an important
learning and development tool for employees within their
organizations. (11)
According to Wendy Weber, managing director for the Human Capital
Consulting Group of Waldron Spheroid in Phoenix, organizational
mentoring is making a big comeback. Not only are employees seeking
mentors within their companies, but organizations are making increased
efforts to institute mentoring programs for their employees. Using and
passing on the wisdom already accumulated by others seems to make
perfect sense in increasing the overall efficiency and enthusiasm
within any type of organization. (12)
Works Cited
1 "Mentoring Through Organizations," by Cynthia Georges.
Discovery@Olin.
Winter 2003 Volume 2 Issue 1
http://www.olin.wustl.edu/discovery/Feature.cfm?sid=57
2. "New Perspectives on Mentoring," by Sandra Kerka. ERIC Digest No.
194
(1998).
http://www.ericfacility.net/databases/ERIC_Digests/ed418249.html
3. "Guidelines for Mentoring Programs." Society for Technical
Communication. http://www.stc.org/PDF_Files/AD-109-02.pdf
4. "Dynamics of mentoring to workplace learning in labour
organizations,"
by Drs. Rachel Yan LU and Prof. Dr. Herman Baert. Catholic University
of Leuven, Belgium. (2001)
http://216.239.39.100/search?q=cache:JrdYIg09CbUC:www.ulusofona.pt/inst/eventos/esrea/papers/Yan%2520Lu%2520paper.doc+mentoring+in+organizations+AND+OR+companies&hl=en&ie=UTF-8
5. "Who Benefits from Mentoring?" CILIP Personnel, Training and
Education
Group.
http://www.cilip.org.uk/groups/pteg/mentoring3.html
6. "Mentoring and Coaching for Teams and Organizations." Leichtling
and
Associates.
http://www.bhlassoc.com/teamsandorgs.html
7. "Can Mentoring Help Retain Employees?" by Kathleen Wilson. US Coast
Guard.
http://www.uscg.mil/hq/g-w/g-wt/g-wtl/mentor3.htm
8. "Reasons to be a Mentor," by Dr. Linda Phillips-Jones. The
Mentoring
Group
http://www.mentoringgroup.com/mentorsoct00.html
9. "Mentoring new employees." Solution. The Gabriel Group.
http://www.gabrielgroup.com/Solutions/Mentoring/mentoring.html
10."McNelius Steel." Workforce Development Incorporated. (2001)
http://www.workforcedevelopment.ws/ebm/mcnelius.html
11. "Training and Retaining High-Caliber Employees: A Successful
Mentoring
Program," by Christine W. Miranda. Florida Water Resources Journal.
May 2002.
http://216.239.33.100/search?q=cache:4BDLy07MTCkC:www.fwrj.com/Articles%25202002/FWRJ_5_02-1.pdf+mentoring+employees&hl=en&ie=UTF-8
12. "Mentoring makes comeback as way to develop, keep employees
happy," by
Angela Gonzales.The Business Journal (6/7/2002)
http://phoenix.bizjournals.com/phoenix/stories/2002/06/10/focus1.html
|
,
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