Best Practices In Mentoring

1. Best Practices In Mentoring Attracting, Developing & Retaining Your Talent

2. Best Practices & Standards In Mentoring Programs Management Mentors implements mentoring programs in organizations that want to establish a more connected work environment for their people. Mentoring is a much sought after method of development. It gives access to skills, knowledge, experience and insight that other initiatives are unable to do. The classic outcomes that mentoring programs make possible are: • increased staff retention • greater advancement of minority and female staff • increased productivity in all areas The following presentation explains more about mentoring and Management Mentors’ philosophy. For more information, contact Management Mentors at 617-789-4622.

3. Mentoring Is… • A strategic approach to developing an employee (mentoree). • Pairs him/her with a more experienced employee (mentor) who will teach, coach, counsel and encourage. • A flexible concept that should reflect the unique culture and objectives of your organization. • For this reason no two mentoring programs are the same and “off-the-shelf” programs are not as effective.

4. The Case For Mentoring • "In 2010, the Corporate Leadership Council of the Corporate Executive Board surveyed 880 high-potential employees. More than 25 percent said they planned to change jobs within the next 12 months. That's potential attrition 2.5 times greater than just five years earlier. Among the dissatisfied, 64 percent said their current employment experiences are having little impact on their development.” • The Society for Human Resource Management (SHRM), August 2011

5. The Case For Mentoring • “A disparity between confidence in growth and access to talent…only 30% of CEOs believe they have the talent they need.” -PwC notes in its 15th Annual Global CEO Survey • “…almost 60% of North American companies are having trouble attracting critical-skill employees, an increase over 2010.” -Tower Watson, 2011/2012 Talent Management and Rewards Study, North America Business Finance Magazine, 2000

6. The Case For Mentoring • "In an effort to school senior executives in technology, social media and the latest workplace trends, many businesses are pairing upper management with younger employees in a practice known as reverse mentoring. The trend is taking off at a range of companies, from tech to advertising.” -An article from The Wall Street Journalon reverse mentoring, November 2011 • A mentoring initiative can not only lead to higher retention but also attract new talent by demonstrating a company’s commitment to professional development through mentoring.

7. The Leader In Mentoring Since 1989, Management Mentors has led the market in the research, development and implementation of mentoring programs. Through this ongoing work in the education and excellence of Mentoring Programs, we have established best practices and standards that provides the foundation for the greatest success.

8. Best Practices & Standards • 8 Core Standards identified in: • Design • Implementation • Matching • Training • Program Management • Program Evaluation • Quality Control • Role of the Mentoring Program Manager

9. Formal vs. Informal Mentoring • Informal Mentoring • Goals unspecified • Outcomes unknown • Access limited and may exclude employees • Mentorees/Mentors self-select • Mentoring lasts a long time • No training/support • Organization benefits indirectly

10. Formal vs. Informal Mentoring • Formal Mentoring • Goals established • Outcomes measured • Access open to all who qualify • Mentorees/Mentors matched • Training and support provided • Mentoring time limited (9-12 months) • Organization benefits directly

11. Coaching vs. Mentoring • Coaching • Something managers must do for all their staff, a required part of the job • Takes place within the confines of the formal line manager-employee relationship • Job and performance focused-focuses on developing the individual within their current job. • Interest is functional-arises out of the need to ensure that the individual can perform the tasks required of the job to the best of their ability. • Relationship tends to be initiated and driven by the individual’s manager. • Relationship is finite-ends as individuals move on to work in other jobs under other line managers.

12. Coaching vs. Mentoring • Mentoring • Formal-the individual’s manager is not the mentor. • Takes place outside the line manager relationship. • Is focused on professional development that may be outside of the mentorees’ area of work. • Interest of the mentor is personal in that the focus is on the mentoree to provide support both professionally and personally. • Relationship may be initiated by mentor and/or matched by organization. • Relationship crosses job boundaries. • Informally, managers may choose to do for specific, selected employees.

13. Why Formal Mentoring? • Links competency development to strategic business needs • Ensures that skills are developed • Involves company’s experts in process • Creates and promotes a learning and diverse culture

14. Mentoring and Strategic Business Objectives Effective mentoring is directly tied to your strategic and business objectives. Examples of how our clients have linked their programs with their objectives include: • Executive/career/professional development • High potentials • Succession planning • Attract and retain talent • Support diversity goals for • Recruitment • Retention • Visibility and overcoming “glass ceiling”

15. Key Issues In Mentoring and Diversity Supporting diversity initiatives is one of the common ways Management Mentors has helped companies succeed. If you are considering a mentoring program as part of your diversity commitment, consider the following: • Commitment. Mentoring should not be “window dressing” for the company. Be sure you can commit at the highest levels. • Inclusiveness. The program must include a diverse group of mentors and mentorees. • Diversity in program. Include diversity components in design, training and support. • Consider appropriate use of Mentoring Models.

16. The Case For Mentoring & Diversity “..minority executives in our study developed three fundamental personal resources that were critical to their later success: competence, credibility, and confidence. These resources were acquired as a result of work experiences…and the testing,…… and mentoring they received during this crucial period”. Breaking Through, Thomas & Gabarro p.31

17. Best Practices Approach The following slides contain an overview only. For a detailed explanation of our approach to Mentoring Program Design, Training, Support and Evaluation contact us to arrange a free consultation. www.management-mentors.com rpetrin@management-mentors.com 617-789-4622

18. Best Practices In Mentoring Mentoring Pilot

19. Mentoring Pilot Management Mentors Pilot Program allows companies to try mentoring in the organization, understand the process, and measure results before rolling it out to a larger audience. The following slides provide highlights of how this program is put together and implemented in your organization. For a more detailed discussion of how mentoring would work in your environment, please contact us directly.

20. Key Players For the pilot program (and for successful implementation beyond the pilot) there are key resources required. • A ‘Champion’ from Senior Management • Successful mentoring starts with support from the top • Mentoring Program Manager • This individual is the internal project manager. They oversee the mentoring team, manage the pairing, and keep the Senior Management team apprised of the programs progress. • Mentoring Design/Implementation Team • This group of people, overseen by the Program Manager, work with Management Mentors to focus the program on your organization’s specific goals and culture • Management Mentors Consultant • Our expertise and extensive experience make the difference between a successful program with a long life and results versus one that is a drain on company resources.

21. Key Components of a Successful Pilot • Design • Committed Design Task Force • Effective Program Manager • Clear Program Purpose • Well Defined Goals • Established Guidelines • Use of the Appropriate Mentoring Model • Implementation • Committed Implementation Task Force • Internal Marketing • A Well Defined, Proven Application, Selection, Interviewing and Matching Process

22. Key Steps In Creating A Successful Pilot • Training Phase • Conduct training for Mentors, Mentorees, Mentoree Line Managers and Program Managers • Maintenance Phase • Program Manager • On-Going Training • Meetings and Support • Completion • Relationship Completion Modules • Evaluation Process • Measuring Results • Weave key learnings into program changes and expansion

23. Products, Materials & Support Management Mentors is committed to your success. We offer one of the most comprehensive programs in the market with a full set of training and support materials that begin with designing the program and carry you through implementation, maintenance, and even tips and advice in the years beyond. • ‘Training in Mentoring Relationships’ Manual and Program • ‘Group Mentoring’ Manual and Program • ‘Finding Your Own Mentor’ Manual and Program • ‘Mentoring Facilitation’ Manual and Program • ‘Executive Mentoring’ Manual and Program

24. Products, Materials & Support (cont’d) • Program Manager Manual & Program • Program Manager’s Resource & Guide • Communication Styles in Mentoring Instrument. (Group & Individual) • Supporting Forms and Documentation • Certification • Best Practice Review & Consultancy • Mentoring Program Management & Support service

25. Technology Options Management Mentors supports clients in a variety of ways. Besides our comprehensive materials and documentation, we also offer on-line tools that can help you achieve “best in class” mentoring. • Online Mentoring Management System • MentoringComplete • Customizable corporate mentoring software that fosters a mentoring culture within your company or organization. MentoringComplete is an online mentoring program that boasts ease-of-use, simplified set-up, and advanced reporting, with the features you want and the benefits you desire. • Online Mentoring Training Program • Maximizing Success • Our interactive, online course introduces mentors and mentorees to crucial mentoring skills and key concepts of corporate mentoring programs. Through audio skits, interactive quizzes, and dynamic tutorials, Maximizing Success students will walk away with the skills they need to develop successful mentoring relationships. • Mentoring Program Manager Certification • This course provides detailed information on being a Mentoring Program Manager from how to create and implement a program, to how to train and monitor success.

26. Your Next Step In Creating A Successful Mentoring Program Contact Management Mentors Today! The application of our acclaimed Best Practice Process and Standards will include recommended timeframes, support materials and documentation, appropriate use of Mentoring Models along with our experience of pitfalls to avoid, success factors to include and our expertise on Diversity within Mentoring. www.management-mentors.com rpetrin@management-mentors.com 617-789-4622