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Cameron Executive NetworkStudent Guide to Mentoring

Fall 2019

Cameron School of Business Office of External Programs

University of North Carolina WilmingtonWith contributions by Cameron Executive Network Members

© 2015 Cameron School of Business, University of North Carolina Wilmington.

All rights reserved.

TABLE OF CONTENTS

Topic Section PageIntroduction 1 3Considerations for each Mentee 1.1 3Considerations for each Mentor 1.2 4Joint Planning for Mentor and Mentee 1.3 5Resources 2 5CEN Leadership Group 2.1 5Networking 2.2 5Networking Skills 2.2.1 5The Entire Network 2.2.2 5LinkedIn 2.2.3 5Mentee’s LinkedIn .2.4 5LinkedIn Group for Alumni, Mentors and Mentees 2.2.5 6CEN Consulting Group Resources 2.3 6CSB Career Resources 2.4 6Interviewing Resources 2.5 6Internships 2.6 7UNCW’s Career Center 2.7 7Career Leader 2.7.1 7Myers-Briggs Type Indicator (MBTI) 2.7.2 7The Kuder Journey 2.7.3 7The Internship Predictor 2.7.4 8SeaWork 2.7.5 8Careers Fairs and Events 2.7.6 8Student Services 2.8 8The Mentoring Process 3 8Stage One: Base Building 3.1 8Initial Contact 3.1.1 8First Meeting 3.1.2 9Future Meetings 3.1.3 10Stage Two: Selecting Career Paths 3.2 10Stage Three: Selecting Potential Employers or Grad School

3.3 10

Stage Four: Reaching Those Employers and Grad School

3.4 10

Stage Five: Post Graduation 3.5 11Contact with Mentor 3.5.1 11Tips for First Job 3.5.2 11Career Tips 3.5.3 11Networking and Building Relationships 3.5.3.1 11

© 2015 Cameron School of Business, University of North Carolina Wilmington.All rights reserved.

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Elevator Speech 3.5.3.2 11Career Plans 3.5.3.3 11Finances and Workplace Benefits 3.5.3.4 12Additional Resources 3.5.3.5 12Feedback 4 12Mentoring Relationship Issues 4.1 12Feedback and Requests and Suggestions 4.2 12Periodic Surveys 4.3 12CEN Student Alumni Post-Graduation Contact Information

4.4 13

Update Current Information 4.5 13Alumni Lifetime Email 4.6 13Networking Opportunities 4.7 13Generational Awareness for Mentors 14

1. IntroductionThis Guide is for mentees of the Cameron Executive Network (CEN) of the

Cameron School of Business (CSB) at the University of North Carolina Wilmington (UNCW). Since 2002 CEN’s experienced business executives have worked with CSB students, staff and faculty to interact with and advise college juniors and seniors through resume assistance, job and career searches, developing skills and guest lecturing and, most importantly, mentoring. CEN executives have mentored on a one-on-one basis over 750 CSB students – a priceless contribution to students and a great reward to mentors.

This Guide embodies “best practices” developed by CEN’s mentors and mentees. CEN does not require that its mentors and mentees follow these practices. But CEN does require that they carefully consider these practices. The best results occur when mentor and mentee jointly pick the parts of this Guide that will best serve their mentoring relationship and fit the student’s individual needs.

Mentoring is interactive. A mentor shouldn’t simply “tell” information to a listener. Nor should a mentee just listen passively. Both must actively work together to match the mentor’s experience and wisdom to the mentee’s talents and needs.

1.1. Considerations for Each Mentee Take charge of your own career, including actively guiding your

relationship with your mentor. Do not expect your mentor to find you a job; finding and landing a job is your responsibility.

CEN expects you to pick a career matched to your talents and passions, to become a leader in your career, to live a fulfilling life and to serve society well and ethically. To start towards these goals while at UNCW, CEN expects you to:

o Contact your mentor within five days after you are matched and be prompt, diligent and professional in all your communications with your mentor.


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o Review this Guide carefully, agree with your mentor on objectives you should achieve to reach your goals, and meet those objectives on schedule.

o Agree with your mentor on a schedule for your meetings, and meet as scheduled.

o Unless excused by your mentor, attend scheduled meetings with your mentor and scheduled CEN events where all mentees are invited.

o Grow and maintain your personal network as a resource for reaching your goals.

o Continue to participate in CEN after graduation by keeping CEN up-to-date on how you can be reached and where you are working. Be available to CSB students to talk about your career and their interests.

Mentors are volunteers. They contribute their time, wisdom and experience. They want to help CSB students. Respect this. Use their time wisely. Thank them for their contributions.

Commit the time needed to develop and sustain a good relationship with your mentor and to reach your goals. Allow time to build the relationship.

Be professional. Give real thought to what you want to achieve. Make commitments only when you can live up to them. Live up to commitments you make.

Respond promptly to each contact by the mentor. Initiate contacts to keep your mentor up to date on your situation and progress. Adopt a “learning” attitude about the information shared. Acknowledge feedback about strengths and weaknesses. Express your thoughts and feelings about the feedback and directions you are receiving. Feel free to engage your mentor in a robust discussion. Whenever you do not understand what your mentor is saying, ask.

Go to the first meeting with ideas about what you want to accomplish from the relationship. Develop strong focused plans for action you and your mentor think should be accomplished. Take responsibility for implementing your action plan. Be accountable for your results, your behavior and any changes asked of you.

Attend each meeting on time with an idea of what you hope to accomplish at that meeting. Prepare your own agenda for each meeting. Report to the mentor your progress on the objectives set at the last meeting. At the end of each meeting reach an agreement with your mentor on objectives to be completed before the next meeting.

If you are not satisfied with how your mentoring relationship is working, promptly notify a member of the CEN leadership group (see below).

1.2. Considerations for Each MentorCEN expects you to lead each of your mentees to reach the goals

describe above. In doing this you should lead them in learning appropriate values, processes and skills, in setting appropriate action plans and in making wise decisions. CEN relies on your integrity, wisdom, judgment, commitment, good will and professionalism in leading each mentee.

Don’t forget how busy the mentee’s schedule can be. Learn promptly what academic, work, family obligations and other extra-curricular activities impact each mentee’s schedule.

Allow time to build the relationship. Keep your mentee focused on the issues, yet keep it fun (enjoy getting to know them and sharing your life experiences). Help mentees find their own answers rather than telling them what to do. Maintain an appropriate balance between talking and listening to the mentee. Use questions to


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help mentees refine and improve their ideas and plans. Encourage comments by your mentee and questions about your thoughts.

Insure that the action plans developed are agreeable to both of you. Follow up on implementation. Encourage as necessary.

Remember they are students. They did not grow up in your household with your expectations. They do not have your experience. They don’t know what they don’t know, so they need you to teach them.

Maintain an appropriate professional yet personal relationship with each mentee. Set parameters for interaction. If your mentee has interests in subjects outside your expertise, work with the mentee to make that expertise available from other Mentors or from experts outside CEN.

Attend meetings of CEN and, when students are invited, make sure your mentees know of the meeting and, when possible, attend.

If you are not satisfied with how your mentoring relationship is working, promptly notify a member of the CEN leadership group (see below).

1.3. Joint Planning for Mentor and Mentee. The remainder of this Guide addresses some common issues in CEN mentoring

relationships and presents materials to consider. Each mentee and mentor should review these materials independently, and then meet and discuss which, if any, of the Guide’s suggestions to adopt and implement. Please let CEN know what practices are most helpful, and least helpful, to your work together. CEN expects to revise this Guide periodically to capture the “best practices” in mentoring as members develop them.

2. Resources for Academic Success. Resources available to CEN mentors and mentees include the following:

2.1. CEN Leadership Group. This group is available to any mentor or mentee to address any problems with a mentoring relationship and other issues not resolved in this Guide. Allen Patrick, CEN Co-Director Sara Kesler, Program AdministratorCameron Hall 131, [email protected] Cameron Hall 131, [email protected] 910-962-7452

Charles Schaefer, CEN Co-DirectorCameron Hall 131, [email protected]

2.2. Networking. Professional recruiters teach that over 70% of jobs come from networking. Each mentee needs to build a personal network. 2.2.1.Networking Skills. CEN’s materials on networking skills can be found

online at the CEN website http://csb.uncw.edu/cen/resources.htm. 2.2.2.The Entire Network. Although students are assigned to specific

mentors, mentors and mentees are encouraged to reach out to other CEN


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mentors where the mentee and the assigned mentor think it appropriate. All mentors are available to help any mentee. Mentor profiles are online at the CEN website: http://csbapp.csb.uncw.edu/data/cen/default.aspx.

2.2.3.LinkedIn. LinkedIn, the business online networking website http:// www.linkedin.com, is a very useful and serious online business networking resource that each mentor and current mentee should consider using.

2.2.4.Mentee’s LinkedIn Page. Each mentee should discuss with your mentor when to create a personal page on LinkedIn and what that page should include, e.g., a description of career aspirations and interests and the mentee’s resume in an attractive format and that shows recommendations. While the printed resume is a valuable job search tool in the mentee’s portfolio, an electronic resume posted on LinkedIn is a good compliment to the hard-copy printed resume. Many companies search for prospective employees primarily through the use of LinkedIn. Using a printed resume as a starting point, the mentee can easily post a consistent online resume. It is also a place to communicate with employees in the work force as well as potential employers. Mentors who also have a presence on LinkedIn can review and assist their mentees with the content, appearance and form for data posted by the mentee. Together they can make sure that the mentee’s presentation to prospective employers on LinkedIn is on-target and attractive in appearance and content.

2.2.5.LinkedIn Group for Alumni, Mentors and Mentees. CEN has also created an open group on LinkedIn to keep in touch with mentors and graduates. The group is named CEN Alumni and Mentors. Mentors, current mentees and CEN graduates are encouraged to join this group to help in their overall networking activities. A mentor and mentee should discuss when it will be appropriate for the mentee to join this group and become part of the CEN and UNCW student and alumni network. Being part of this group can continue after graduation. Members of this group can benefit from online dialogue around information posted about job search and experience. For CEN and alumni it is also a way to stay in touch with the Network and for alumni to tell about on-the-job and career growth experience. For CEN mentees and mentors who would like technical assistance with LinkedIn, please contact Leslie Wright at the Career Center (contact information is set out below).

2.3. CEN Consulting Group Resources. The CEN Consulting Group created and implements the Resume Assistance Program (RAP). They have developed and/or located materials for career searches. These materials can be found online at CEN website http://csb.uncw.edu/cen/resources.htm and include the current form of resume and information about career and job search information, networking and interviewing.

2.4. CSB Career Resources. CEN may forward to mentees and mentors announcements of programs sponsored by CSB or UNCW’s Career Services that may be helpful to students in their transition from school to careers. Mentors


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should discuss these programs with their mentees and encourage each mentee to attend each sponsored programs that would be useful.

2.5. Interviewing Resources. Most mentees need training in interviewing skills. Mentees and mentors should jointly work through and develop answers to the list of interview questions developed by CEN (Exhibit E; all Exhibit references are to attachments to this Guide). Once the mentee is comfortable with his or her responses, the mentor and mentee should undertake a mock interview. UNCW’s Career Center makes available a free program called InterviewStream where students can access an online practice interview. This is a 24-7 web-based interview practice tool. It is accessible at http://uncw.interviewstream.com/. Instructions to log onto and use Interview Stream are at http://csb.uncw.edu/cen/resources.htm. After using Interview Stream, once the mentee is satisfied with the videotaped interview, the mentee should forward the video to his or her mentor who can then review it and critique it with the mentee. Preparation for live job/internship interviews should also include researching the company to develop a list of questions for the interviewer, as well as developing a list of talking points to make during the interview which showcase the mentee’s qualifications for the job. Data about public companies (annual reports, current reports, proxy statements, etc.) can normally be found on the company’s web site under “Investor Relations” or a similar topic.

2.6. Internships. CEN Mentors are encouraged to help their students pursue Internships throughout their time at Cameron. Information on Internships can be found online at http://csb.uncw.edu/cen/resources.htm. Teresa Walker is the Internship Coordinator and is responsible for employer and student relations for CSB Students. She can be reached at 910.962.2466 or [email protected].

How can mentors help? Clarification of Goals & Objectives: Talk to your students about how to get where they want to go. Resumes & Cover Letter Writing: Help your mentee tailor his/her resume and cover letter for each internship for which he/she has applied. Interviewing Skills: Help your mentee learn the necessary interviewing skills. See “Interviewing Resources” above and the interviewing materials on the CEN web site at http://csb.uncw.edu/cen/resources.htm. Arrange for mock interviews by your mentee with you or using other mentors. Soft Skill Coaching: Teach your mentee about proper handshakes, eye contact, dining etiquette and body language.

2.7. UNCW’s Career Center. 910.962.3174, www.uncw.edu/career. Fisher University Union 2035, [email protected]. Leslie K. Wright – Assistant Director, UNCW Career Center and Liaison to the Cameron School of Business. Feel free to call her direct at 910-962-7072 to set up a time to meet. The Career Center can help mentees take any of the following assessments:


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http://uncw.interviewstream.com/

2.7.1.Career Leader. This tool provides a unique and powerful business assessment that is currently only available at UNCW to the CEN program. Developed by the Harvard Business School, it is a respected and comprehensive business career self assessment that reveals a student’s core strengths and skills and then matches them to the functional area in business that may be the best fit for them. Access to CareerLeader is available only at the Career Center at a cost of $20 per mentee. This assessment is online and the mentee and mentor can review the results.

2.7.2.Myers-Briggs Type Indicator (MBTI). This is the most widely used personality inventory. Preferences suggested by it may help a student make career and personal decisions. Students can access and pay for the MBTI online with a credit card via SeaWork (described below) or they may visit the Career Center in person with cash or check. The cost is $15. For mentors who are not well-versed in the MBTI, please contact Leslie Wright for an interpretation.

2.7.3.The Kuder Journey. Kuder Journey is a great solution to help mentees plan for the right career! Based on their specific needs, Journey provides reliable tools to assess mentees’ interests/skills/values, suggests education and career options, prepares them for the job search, and connects them to today’s jobs. The cost of the Kuder Journey is $5 and it can be purchased at the Career Center with cash or check or with a credit card online via SeaWork.

2.7.4.The Internship Predictor (via www. internships.com ). This free internship assessment is given to all UNCW students enrolled in Accounting 201 (ACG201 with a required lab designated ACGL201). All students admitted to CSB must take Accounting 201. Ask your mentee to provide a copy of their profile either printed or online.

2.7.5.SeaWork is the Career Center's online resume and job posting system. Students and alumni can connect online with national (not just NC) employers for Internships, and full-time and part-time jobs (on- and off-campus), and summer job listings. It also helps with: o on-campus interviews for full-time jobs and Internships o electronic resume referrals to employerso electronic resume, cover letter, and transcript storage (self-managed

credentials) o tracking your resume referrals o sending RSVPs for employer information sessions and Career Center

events o tracking your appointments, events, and interview schedules

If you and your mentee would benefit from individual training on the use of SeaWork, please contact Leslie Wright at 910-962-7072 to set up a time to meet.

2.7.6.Career Fairs and Events. Please visit: http://uncw.edu/career/events.html for a current list of career fairs and other events sponsored by the Career Center.

2.8. The Cameron School of Business (CSB) Student Services Center. Student Services supports CSB’s commitment to excellence in undergraduate


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business education. Colleen B. Kolb, Director of CSB Student Services and Academic Advisor, and the SSC Team, Amy Knebel and LeAnne Smith and Tammie Bangert focus on the academic success of all CSB students. They provide comprehensive academic advising, guidance, and encouragement to achieve the requirements for CSB admission, retention and graduation in a timely manner. SSC Advisors strive to identify, evaluate and resolve problems and issues that might impede a student’s academic success. This may require referrals to various university support services and resources to assist in achieving academic and personal success. How can SSC assist CEN Mentors? We encourage you to refer Mentees to us concerning issues that may impede their academic success. We welcome you to accompany them in order to provide additional support for the student. In addition, you are invited to notify us of any student related concerns. This can be done confidentially if you prefer.

What is the Family Educational Rights and Privacy Act (FERPA)? The Family Educational Rights and Privacy Act, (FERPA), is the federal law that protects student academic records from being shared without the student’s consent. Students may waive their right in order to allow their personal academic information to be shared with specified individuals by signing a FERPA Waiver. These documents can be obtained in SSC. Without a Waiver, however, we are able to discuss general information, University and Cameron policies, rules, regulations, and requirements which can prove to be valuable in your mentoring process. Additional information visit the UNCW 2013-2014 Undergraduate Catalogue webpage: http://catalogue.uncw.edu/

Where can you find SSC? SSC maintains an “Open Door Policy” for students, faculty and visitors. No appointment is necessary! We invite you to visit the Student Services Center, CH 121, contact us at (910)-962-3899, and on the CSB Advising Webpage, http://csb.uncw.edu/advising/index.htm to learn more. Check out our webpage for office hours.

3. The Mentoring Process. The processes described below constitute CEN’s “best practices” for the mentor and mentee to work through their mentoring relationship before the mentee graduates.

3.1. Stage One: Base Building. Mentor and mentee need to exchange significant information. What do you love to do? What do you hate to do? What are your strengths and weaknesses? What are the mentee’s career interests?

3.1.1.Initial Contact. Within 5 days after CEN emails the mentee with the name of his or her assigned mentor, the mentee should contact the mentor to agree on a time and place for their first face-to-face meeting.


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Ideally, that meeting should occur within 2 weeks. A mentor who fails to hear from the mentee within 30 days should notify CEN.

3.1.2.First Meeting. Mentee. You may wish to review the “Questions a Mentor Might Ask” (set out

below) and think about your answers to those questions. You should arrive at the first meeting with two copies of the following (one for the mentor, one for you).

An agenda of what you want to discuss at this meeting. Think carefully about this so your meeting can be productive. Your agenda should state your career interests and what you expect to get from the mentoring relationship. See the “Agenda” section below for other thoughts. The agenda should also include questions you have about the profession or industry of interest to you.

Your weekly schedule for the current semester, including classes and work times and any time scheduled for family duties. That schedule should also note important school dates, such as vacations and exam schedules.

The most current copy of your resume, which should include your contact information (including the best email address and phone number for the mentor to use).

A list of social web sites on which you are active such as Face Book and Linked In.

Also bring something on which you can take notes of what is discussed and agreed to at this meeting.

Agenda. Mentor and mentee should consider including the following items in their agenda. Mentee and mentor should feel free to challenge each other on achieving the “desired result”, whatever that may be. Both should willingly commit to work toward the desired results agreed on.

Review the mentee’s resume, background, skills, weaknesses, career interests and expectations from this mentoring.

Discuss individual expectations you both have about this mentoring relationship.

Discuss and consider whether the mentee should take any of the assessments offered by UNCW’s Career Services office (see “Resources” above).

Discuss developing a list of results you and the student expect to achieve. Discuss and decide on whether the Mentoring Agreement (Exhibit D) would be

useful to both of you.

Results. By the end of the first meeting, the mentor and mentee should agree on at least the following:

The best way to communicate (e.g., by email, phone or text message). The time and place of their next meeting. What objectives the mentee should complete before the next meeting? What

will the mentee do? When will the mentee do it? Where and how will the mentee get started?

How frequently they should meet in person? Should the mentee report to the mentor before the next meeting?


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3.1.3.Future Meetings. At each meeting, mentor and mentee should review progress since the last meeting and by the end of the current meeting agree on the following:

o The time and place of their next meeting. o What objectives the mentee should complete before their next

meeting. o Whether the mentee should report to the mentor before the next

meeting.

3.2. Stage Two: Selecting Career Paths. What does the information about the mentee suggest as possible careers? Many mentees haven’t yet decided on a career path. Some mentees who have decided may not know enough about a particular career to have made an informed decision. In both cases, a mentor should discuss this issue with the mentee. They should jointly decide what further research would be useful before picking a particular career. Some mentors have guided mentees through industry and company research so the mentee got a better understanding of what it would be like to work in a particular career. Consider whether this would be helpful.

3.3. Stage Three: Selecting Potential Employers or Graduate Schools Once a career track is chosen, the mentee needs to select specific employers or graduate schools to pursue. The mentee should research the selected employers and other companies in the selected industry or field. The mentee should rank the employers he or she prefers and then prepare with the mentor a plan for making contact with each selected employer. If a mentee is considering graduate school it is important to take the appropriate exam such as the GRE® (Graduate Record Exam), GMAT (Graduate Admission Test) or LSAT (The Law School Admission Test). Information about numerous graduate school opportunities at UNCW is available online at http://uncw.edu/grad_info/.

3.4. Stage Four: Reaching Those Employers and Graduate Schools. Mentor and mentee should develop a plan for the mentee to reach targeted employers and schools. As part of this plan, the mentor and mentee should work on the mentee’s resume, cover letter, networking skills and interviewing skills. The mentee should research in detail prospective employers and prepare to:

o answer questions an employer is likely to ask, whether in a telephone or face-to-face interview

o ask questions of an employer for information about the employer and job possibilities, and

o present the mentee’s talents and interests in a positive manner tailored to that employer.

3.5. Stage Five: Post Graduation. 3.5.1.Contacts with Mentors. Many mentors become lifetime friends with

their mentees and are delighted to hear from them as their career and personal lives progress. In most circumstances, a mentor will be


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available to a mentee who has graduated. But graduation normally shifts the relationship so the mentor will wait for contacts from the mentee on an “as needed” basis (e.g., when the graduate is considering job or career changes).

3.5.2.Tips for Jobs. Please review the “Tips for Your First Job” available on the CEN web site at: http://csb.uncw.edu/cen/resources.htm.

3.5.3.Career Tips. Below are some tips for new graduates as they begin their careers.

3.5.3.1. Networking and Building Relationships.o Seek out, develop and maintain relationships with mentors and

colleagues. o Continually build and maintain your network (not just when you’re

looking for a job). o Become active in UNCW’s Alumni Association and update your

information at http://uncw.edu/alumni/ or email updates to [email protected] to participate in all alumni related events.

o Join CSB’s LinkedIn group described in section 2.2.5 above. o Stay connected with your CEN mentor. o Develop one or more mentors in your business and in the industry

in which you work. Build cross-departmental networks at work. o Join a professional organization and attend regularly. o Stay connected with friends from the past. o Recognize there are always work-place politics. Learn to navigate

them. o Leave any negative attitudes at the door whenever you are

working. 3.5.3.2. Elevator Speech. Your elevator speech continues to be

important. Develop several, and continually refine them. o For work, include as appropriate your name, department, title

(optional), tenure, current project, business focus and your career plans and hopes.

o For professional networking, include as appropriate your name, company, work focus, tenure and career plans and hopes.

o For social events, include as appropriate your name, company, field, school, hobbies, family and career plans and hopes.

3.5.3.3. Career Plans.o Treat your reputation as one of your most important assets. Build

a good one. Continually work on it. It takes time to build a good reputation but only one mistake to destroy it.

o Become established in your company as a person of integrity and a leader.

o Create a career vision for yourself, and chart a path to get there. o Distinguish yourself. Become known for a particular skill or talent

that is in demand. o Invest in yourself. Become a lifelong learner.

3.5.3.4. Finances and Workplace Benefits.


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o Your personal financial stability is part of your reputation. Live within your means. Learn to manage your financial risks responsibly.

o Have a budget. Keep track of expenses. Avoid debt, and only incur debt you can comfortably repay. Generate savings and investments. Regularly contribute to retirement benefit accounts (e.g., IRAs, Roth IRAs and 401(k) plans).

o Take advantage of all company benefits, including your firm’s tuition reimbursement benefits if available.

3.5.3.5. Additional Resources. o They Don’t Teach Corporate at College, Revised Edition, A Twenty-

something’s Guide to the Business World; Alexandra Levit; Career Press, Franklin Lakes; 2009.

o 101 Tips For Graduates, Revised Edition, A Code of Conduct for Success and Happiness in Your Professional Life; Susan Morem; Checkmark Books, Inc; 2010.

4. Feedback. CEN built its best features from ideas of mentors and mentees. Continued feedback will remain critical to making this an effective network. CEN expects each mentor and mentee to pass on any idea that would improve CEN and to provide feedback in the following circumstances.

4.1. Mentoring Relationship Issues. CEN expects each mentor and mentee to contact CEN promptly if he or she at any time believes the mentoring relationship is not working effectively or if he or she becomes uncomfortable in any way with any aspect of the relationship. Please contact any member of the CEN Leadership Group. Contact information is listed under “Resources” above.

4.2. Feedback Requests and Suggestions. Please reply promptly to requests for feedback. Please contact any member of the CEN Leadership Group with any suggestions on how CEN can be more effective.

4.3. Periodic Surveys. CEN expects to periodically ask mentors and mentees to complete online questionnaires about relevant CEN issues. Please complete those surveys promptly.

4.4. CEN Student Alumni Post-Graduation Contact Information. On graduation mentees will join more than 57,000 Seahawks across the globe that makes up the UNCW Alumni Association. The UNCW Alumni Association provides free membership to all students who have graduated from UNCW. Membership includes benefits for alumni who are close to campus and around the nation. The association's purpose is to connect alumni to each other and to UNCW. Through alumni socials and events, academic and regional chapters, publications and social networks, the Association creates networking opportunities and showcase what alumni are doing.

4.5. Update Current Information. Stay connected to UNCW by updating contact information online: http://uncw.edu/alumni/ or email [email protected].


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By updating current address and email graduates will receive invitations to alumni events such as Cameron School of Business Alumni Events, Homecoming, and regional events. They will also receive UNCW publications such as The Cameron Insider, Seahawk Spotlight and UNCW Magazine, which will keep them well informed about classmates, faculty, and alumni activities throughout the country.

4.6. Alumni Lifetime Email. Graduating students have access to alumni email addresses provided by Microsoft's Live@edu. The email address uses the same prefix as their student email and only the domain is changed, for example [email protected]. Prior to graduation they will receive an email from the Alumni Association prompting them to register for an alumni email account. Once registered it is theirs for life and accessible at www.mail.live.com.

4.7. Networking opportunities. Alumni are invited to more than 60 events throughout the year, beginning with the Commencement Celebration during the weekend of graduation and continuing with chapter events and reunions. The dinners, mixers and pre-game socials offer great opportunities to network and get to know other Seahawk alumni.

For more information about the Alumni Association and to connect to numerous social networks got to: http://uncw.edu/alumni/


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EXHIBIT A

Generational Awareness for CEN MentorsMuch has been written by sociologists, institutions, the media and others about generational differences in our society and workforce. CEN executives (mentors) have varying degrees of awareness of generational differences in the workplace. CEN believes it will be helpful to the mentoring relationship for mentors to have a basic understanding of these descriptions and differences in: 1) how to relate to your students and 2) coaching them for their future workplace relationships.

Our typical CEN students (mentees) are part of the MILLENNIAL (“GEN Y”) generation, born between 1981-2000. Our CEN mentors come from three (3) earlier generations, as described below.

CEN does not want its members to alter their personal coaching/mentoring techniques, but simply to be sensitive to these generational differences and make their students aware, as appropriate, for their future success.

The Generational Descriptions & Implications(These descriptions are generalizations and birth-date ranges may vary, depending on source)

Millennial or Generation Y (born between 1981-2000)

-Tend to be entrepreneurial and goal oriented, work is a means to an end.

-Internet Tech savvy and prefer computers, text messages to communicate, are social and confident.

-Live for the moment, speak their minds and have high expectations for work such as flexible schedules and telecommuting; like Gen-Xers, crave balance and lack loyalty to a workplace.

-Prefer instant feedback and recognition, thrive in groups.

-Grew up multitasking so attention spans can be short.

Generation X (born between 1965-1980)

-Many grew up in a 2-income family with Baby Boomer parents having it all and as a result work hard, but seek work/life balance

-Independent, entrepreneurial

-Prefer immediate feedback, more likely to communicate via email rather than in-person meetings

-Constantly re-evaluating career paths and keeping skills current; lack loyalty to a workplace

-Cautious about investing in relationships with employers

Baby Boomers (born between 1946-1964)

-Stellar career and professional accomplishments are important


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-Known as workaholics, thrive on competition, personal fulfillment; prefer feedback by money & titles, quality and involvement

-Team players, thrive in groups, prefer one-on-one communication, and tend to hold meetings

-May question authority, not afraid of confrontation, lean towards less hierarchical structures.

Traditionalists or Builders (born before 1945)

-Also called Veterans, Matures, the Silent Generation, and the Greatest Generation

-Respect authority, adhere to rules and are hard workers

-Prefer commanding and direct leadership style, as well as formal organizational structure

-Technically challenged and prefer one-on-one communication, telephone or written memos

-For feedback - ongoing praise is not necessary


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