1. Will it be worthwhile to the company to implement a formal mentoring program?
Mentoring employees can assist them adapt to the culture of the business and could help in formulating future goals for them. Tutoring new employees by being the information source with insight on the etiquette of workplace will assist with organizational growth. Mentoring assists employees by giving them direction. Recipients of great mentoring services in workplaces overcome loads of hurdles. Mentoring assists with understanding of corporate and business culture, as employees have the understanding of where and how they could wish to go, as well as, how setting objectives assists with accomplishing personal targets. The mentor assists with the realization of this understanding. As such, an effective mentor offers guidance and direction. Employees require mentoring to bring out their full potential. Mentoring is extremely rewarding and certainly essential for employees to crossover to point B from point A (Clutterbuck et al, 2012).
2. How should employees who want to be mentored be chosen to participate in a mentoring program?
Mentoring remains to be a time tested strategy that has the capacity to assist young employees of every circumstance accomplish his/her potential. Managers of organizations should be mentors of new employees. Managers should provide employees with counsel, support, reinforcement, friendship, and constructive instances. Nevertheless, the mentoring program should not be a one-size fit for every proposition (Owen, 2011).
3. Because the company does not have a budget to compensate mentors, how can the company encourage experienced employees to become mentors, especially considering how busy these people are?
All young employees should benefit from mentoring relationships that cater for individual needs. Efficient mentoring programs show flexibility to assist with meeting the personal needs of every mentee and still consent to mentoring relationships that flourish within safeguarded structures. The following practices can assist with making certain successful mentoring relationships endure long periods and mentoring functions (Dolan, 2011).
The practices include:
- Carrying out reasonable rigorous screening of prospective mentors
- Creating matches founded on interest that both the mentor and the employee share
- Offering over 6-hours of mentorship training
- Providing support
Additional ways through which mentors sustain efficient mentoring relationships include:
- Maintaining a steady presence in the life of mentees by attending pre-arranged meetings and whenever not probable, tells the mentee beforehand to avoid disappointment.
- Centering on the needs of the mentee and not the wishes of the mentor or needs by looking to enhance the prospects of the mentee whereas respecting the perspective and life circumstances of the person. This entails not attempting to change the mentee or imposing personal values on mentees.
- Concentrating on the entertainment wishes of the mentee.
- Getting to know the relations of the mentee with minimal involvement, as mentors are not replacements for relations.
- Seeking out and using the support and assistance of mentoring program personnel.
4. How should the company measure success or failure of a mentoring effort, if implemented?
The decision to initiate mentoring programs stems from beliefs over a present need for such an initiative. Nevertheless, prior to amassing the necessary support, launching a program will be essential to verify the actual existence of the need. Mentors tend to believe that mentoring indirectly benefits young employees. As such, costly assessments are a pointless drain on valuable resources. Given an opportunity of spending finances for assessment and the extension of their services, numerous programs on mentoring gladly embrace the latter. Even though, understandable, such selections could be short-term (Ayalon, 2011).
5. What do other companies do that are in a similar situation?
There should not be automatic assumptions that every mentoring program has corresponding benefits. This is because there are still loads to learn concerning the numerous inventive forms of mentoring programs such as group, e-mentoring, peer, and site-based. Convincing assessments are necessary to evaluate the usefulness of both conventional contact mentoring programs, as well as, inventive approaches. Such undertakings play crucial roles in expanding mentoring programs of high quality (Allen & Eby, 2010).
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