activity 5

Week 5 – Activity

This online activity will help you to:  

·         Determine methods and resources required to report mentoring program outcomes

You must read and watch the videos provided to you to assimilate the knowledge and terminology required for this subject 

After reading and watching the video link provided, you will be required to answer few questions which will be checked by your trainer. 

Although it is not part of your assessment tool, answering these questions are mandatory as your answer will provide to the trainer that you have understood the subject.  

Please listen to the video on How To Build Successful Mentoring Programs  —

Read the guidelines for mentoring——

Activity 1 – Using the template to set up a mentoring program for your organisation and submit to your trainer.

( Template )

An integrated team player mentoring

Mentoring Guide

Details

Mentor name: Supachai

Mentee name: Pim

Date: 6/6/2020

Objectives:

Describe how the mentoring process will cultivate rapport, mutual trust and teamwork between the mentor and mentee:

1) Set time-management expectations from the beginning

Mentees need to realize that their mentor’s times is valuable. Mentees should not schedule a meeting at the last minute. There should be no late-night Hail Mary texts demanding career advice on whether or not they should take the job. These excessive communications do not reflect well on you, the mentee. It makes it seem as if you don’t respect your mentor’s time.

2) Clarify what you need and what you can give

Asking for a mentor is not sending a vague, generic request to pick a successful person’s brain. The foundation to a good mentee-mentor relationship begins with both sides being clear about what they want and what they can bring to the table.

3) Facilitate the good energy

Mentorship should be energizing for both sides. But not everyone has the spirit to be a mentor. Not everyone has the maturity to be a mentee. Before you embark on a mentor-mentee relationship, it’s good to choose your dance partner wisely.

4) Acknowledge the work that goes in

Above all, being a good mentor or mentee means acknowledging the work that’s going into making this relationship work. For mentees, it means thanking your mentor for their advice in words and through actions.

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relationship work. For mentees, it means thanking your mentor for their advice in words and through actions.

Describe how the mentoring process will encourage the mentee’s personal growth

The mentoring relationship is built on mutual trust, respect and communication to empower the mentee to progress within their role, and set goals for professional development.

The mentoring journey commences by establishing goals – both long and short-term goals that the mentee sets for him or herself. The long-term goal is the larger goal such as: attaining a job and successfully transitioning into the organisation, or obtaining a promotion. Short-term goals are a series of milestones that form a step-by-step approach to attain the long-term goal. For example, to attain the stated long-term goals, it may entail writing and developing a resume or LinkedIn profile, or assisting with interview skills.

The mentoring process provides support for the mentee’s development that includes:

examining professional issues that impact on the mentee

obtaining exposure to new ideas and ways of thinking

advising on developing strengths and overcoming weaknesses

guiding professional development and career advancement

developing new skills and knowledge

obtaining recognition within the organisation

Describe any diversity issues or cultural differences between the mentor and mentee, and how they will be addressed.

That’s where diversity mentoring programs come into play. By creating a diversity mentoring program that helps create informal relationships, organizations discover top talent, encourage employees to build career paths, and create an environment with equal opportunities so all employees feel empowered to collaborate.

Diversity mentoring combines all of the benefits of informal relationships with a structured goal. And when a diversity mentoring program is set up correctly, organizations can track and measure results to tie to them to business objectives to prove the value of their programs.

Define the Purpose Carefully

Ensure there are clear objectives and actionable goals so it’s easy to measure results. A goal such as “supporting women in the organization” isn’t direct enough if you want real results. Instead, try topics such as “encouraging more women leaders” and tie it to a specific goal like tracking the number of promotions within active mentoring relationships vs. outside of active mentoring relationships.

Know Your Audience

It’s important to clearly understand the groups you’re trying to support and be careful about being sensitive to their needs. We suggest having regular roundtables with active members to ensure the program is valuable and to see if there are possible improvements. If you have software, launching surveys to all program members is an easy task but there are plenty of other survey clients out there too.

Ensure Quality Trumps Quantity

Say you have 100 very excited mentees and only 40 mentors. You might want to let everyone join the program. But limit the program to the number of quality mentors available so that in-program mentees don’t feel let down if they don’t have a match. You want to keep in-program enthusiasm high. Create a waiting for list for those who aren’t in the program and send them a few updates along the way so they know they’re not forg

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