Improving Your Mentoring Relationship Mentee Handbook May 2010 CORPORATE LEADERSHIP COUNCIL ® HR LEADERSHIP COUNCIL ®

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  • Slide 1
  • Improving Your Mentoring Relationship Mentee Handbook May 2010 CORPORATE LEADERSHIP COUNCIL HR LEADERSHIP COUNCIL
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  • 2 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. NOTE TO MEMBERS This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at EXBD_Support_HR@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent. PROFESSIONAL SERVICES NOTE The HR Leadership Council (HRLC) has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and HRLC cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, HRLC is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.EXBD_Support_HR@executiveboard.com CORPORATE LEADERSHIP COUNCIL HR LEADERSHIP COUNCIL Research Associate Sneha Srivastava Senior Research Analyst Rachel Kiselewich Managing Director Brian Kropp Senior Director George Penn
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  • 3 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Build the Relationship Maintain the Relationship Evaluate the Relationship Understand the Value
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  • 4 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Purpose: The purpose of this handbook is to provide you with critical, easy-to-use information that will help you get the most out of your mentoring relationship. It will guide you through establishing, maintaining, and evaluating your mentoring relationship so that you can capitalize on its benefits. Audience: This handbook is designed to be used by employees who have Mentors. User Guide How to Use: Step 1: Prior to meeting with your Mentor, review the contained information. Step 2: Formulate your own ideas of what you would like to get out of this relationship, using the Pre-Meeting Thought Document located on page 13. Step 3: Refer to this guide consistently throughout your mentoring relationship to clarify your role, guide your conversations, communicate effectively with your Mentor, and ensure that you are maintaining a mutually beneficial relationship.
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  • 5 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Table of Contents UNDERSTAND THE VALUE Connect with Colleagues to Accelerate Your PerformancePage 6 Derive Organizational and Personal Benefits from MentoringPage 7 Recognize What Mentoring Is and Is NotPage 8 Identify the Differences Between Mentoring and CoachingPage 9 BUILD THE RELATIONSHIP Establish the Relationship TimelinePage 10 Understand Your Role as a MenteePage 11 Establish Expectations of Your Mentors Role in the RelationshipPage 12 Define Your Goals for the Mentoring RelationshipPage 13 Create the Foundation for a Trusting RelationshipPage 14 MAINTAIN THE RELATIONSHIP Build an Action PlanPage 15 Identify Effective Discussion TopicsPage 16 Identify Effective Mentoring ActivitiesPage 17 Foster an Effective Relationship Page 18 EVALUATE THE RELATIONSHIP Assess the Relationships Success Page 19
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  • 6 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP Connect with Colleagues to Accelerate Your Performance 1 CLC Human Resources, Realizing the Full Potential of Rising Talent (Volume I), Washington, D.C.: Corporate Executive Board, 2005, p. 63. Key Characteristics of Internal Networks That Impact Employee Potential 1 Internal networks are critical to accelerating performance. Job-focused, information-rich networks have a tremendous impact on improving your potential to be promoted to, and succeed at, the next level within the organization. Working with a Mentor who has the following characteristics will allow you to garner these benefits, as detailed below: Colleague Characteristics That Drive Potential Maximum Impact on Potential Understand the Value
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  • 7 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP Derive Organizational and Personal Benefits from Mentoring Understand the Value Effective mentoring programs benefit the Mentor and the organization by promoting a development culture, increasing knowledge sharing, driving performance, and expanding networks, as detailed below: Benefits to the Mentor Drives self-awareness Expands the Mentors professional network Improves leadership skills Increases awareness of available talent throughout the organization Increases likelihood of receiving a promotion Increases visibility throughout the organization 1 U.S. Department of Energy, 2009 Mentoring Program Guide, Office of Learning and Workforce Development Enterprise Training Services Division, http://humancapital.doe.gov/resources/2009-MentorProgGuide-ECollins1-9-09.pdf (2009). http://humancapital.doe.gov/resources/2009-MentorProgGuide-ECollins1-9-09.pdf 2 Triple Creek Associates, Mentorings Impact on Mentors, http://www.3creek.com/resources/research/Mentor_Impact.pdf (2007).http://www.3creek.com/resources/research/Mentor_Impact.pdf Benefits to the Organization Builds bench strength Creates a culture of development Drives employee engagement and retention Fosters productivity and performance Increases cross-organizational communication Provides a low-cost development opportunity Benefits of Mentoring to the Mentor, Mentee, and Organization 1,2 Benefits to the Mentee Accelerates development Enhances self-esteem and confidence when interacting with senior leaders Expands the employees professional network Increases job satisfaction and effectiveness Increases likelihood of receiving a promotion Increases perspective and knowledge of different functions
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  • 8 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. It is important that both you and your Mentor recognize what does and does not constitute a mentoring relationship, as detailed below: Recognize What Mentoring Is and Is Not 1 CLC Human Resources, Bell Canadas Online Mentoring Program, Washington, D.C.: Corporate Executive Board, January 2003, p. 2. UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP Definition of Mentoring 1 Mentoring Is Development ToolIt is a development program that grows knowledge, networks, and careers. The process allows more experienced employees to support and develop other employees. Knowledge Sharing OpportunityIt is a process that improves cross-functional knowledge sharing and facilitates the flow of information and ideas throughout the organization. Organizational Culture EnhancerIt can help employees better understand the organizations operations, policies, and culture. Mentoring Is Not Guarantee of PromotionA mentoring relationship provides no assurance of promotion or increase in compensation. However, both parties may develop competencies and skills that improve overall job performance. Replacement for Formal DevelopmentMentoring cannot take the place of formal training, but rather should augment formal development activities. Management ReplacementThe Mentor should not take on the responsibilities of the Mentees manager. Employee Assistance ProgramMentoring is not an employee assistance program that provides employees with counseling on personal issues. Understand the Value
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  • 9 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Mentoring and coaching differ in their objectives, impacts, and durations, as detailed below: Identify the Differences Between Mentoring and Coaching 1 CLC Human Resources, Mentoring Programs, Arlington, VA: Corporate Executive Board, 2009, p. 3. UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP Differences Between Mentoring and Coaching 1 MentoringCoaching Helps facilitate a culture of growth and development within the organization Assesses and improves an individuals performance in a particular area Concentrates on the individuals development needs and goals based on his/her career aspirations Concentrates on identified issues with clear goals to develop specific skills and behaviors Mutually benefits both the Mentor and Mentee Disproportionately benefits the person being coached Builds a long-term relationship dependent upon participants performance through various career stages Sets a time-bound relationship defined to meet specific goals and objectives Understand the Value
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  • 10 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Establish the Relationship Timeline UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP To build an effective mentoring relationship, you must establish what you and your Mentor would like to get out of the relationship, build trust with your Mentor, define an action plan, and then meet on a consistent basis. The initial meetings are critical in setting a strong foundation on which to build the relationship. Information that should be covered before, during, and after these initial meetings is detailed below: Relationship Project Plan Action ItemsTarget DateCompletion Date Receive Match and Establish Goals and ExpectationsPrior to first meeting Identify your expectations for the mentoring relationship. Define your objectives and goals of the mentoring relationship (see page 13). Hold Introductory Meeting Face-to-FaceFirst meeting Clarify roles and responsibilities (see pages 1112). Share each of your objectives, goals, and expectations of the mentoring relationship (see page 14). Discuss action items to be completed before the next meeting. Create an Action PlanSecond meeting Discuss your strengths and identify short- and long-term development needs.* Complete the Action Plan Template (see page 15). Discuss action items to be completed before the next meeting. Act on and Revise the Action PlanSubsequent meetings Review progress on action items determined at the end of the last meeting. Discuss items of interest, current challenges, recent successes, etc. (see pages 1617). Every four to six months, assess the effectiveness of the relationship (see page 19). Discuss action items to be completed before the next meeting. *You are responsible for bringing his/her past performance reviews and current development plan. Build the Relationship
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  • 11 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Understand Your Role as a Mentee Spending time at the beginning of the relationship clarifying what each party can legitimately expect to give and get through mentoring is essential. It is especially beneficial for the individuals involved to discuss, negotiate, and agree upon expectations. You must be an active learner in this relationship, but also an active participant in furthering the development of your Mentor. You must be open to sharing your career goals, successes, and failures, and receiving feedback and advice, as detailed below: UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP 1 CLC Human Resources, Mentoring Implementation Toolkit, Arlington, VA: Corporate Executive Board, 2008, p. 6. 2 CLC Human Resources, Mentoring Programs, Arlington, VA: Corporate Executive Board, 2009, p. 9. Effective Mentee Behaviors 1,2 Core Performance Expectations Be willing to discuss failures and successes Demonstrate a genuine interest in being helped by Mentor Demonstrate application of learning obtained through the relationship Exhibit a desire to improve in a certain area or learn a new skill Identify professional development goals, priorities, and career interests Listen actively Provide honest feedback to the Mentor Seek ways to achieve objectives and contribute ideas for solving particular problems Time Commitment Obligations Be accountable for scheduling meetings with Mentor Be respectful of Mentors time and schedule Commit the requisite time and energy Do the necessary pre-work for mentoring conversations Follow up on action items identified during development conversations Informally communicate on a regular basis with Mentor Mentoring Citizenship Attend mentoring-related meetings and events Maintain privacy/confidentiality of development conversations Provide input to assess and improve the mentoring program Take advantage of organizational resources Track development and career progress Build the Relationship
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  • 12 IMPROVING YOUR MENTORING RELATIONSHIPMENTEE HANDBOOK Corporate Leadership Council HR Leadership Council 2010 The Corporate Executive Board Company. All Rights Reserved. Establish Expectations of Your Mentors Role in the Relationship UNDERSTAND THE VALUE BUILD THE RELATIONSHIP MAINTAIN THE RELATIONSHIP EVALUATE THE RELATIONSHIP The figure below provides an illustrative list of Mentors roles, effective behaviors, and detracting behaviors: 1 CLC H...

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