Mentor Program Guidelines

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Mentor Program Guidelines"

Transcription

1 Friday, 18 September 2009 RE: SSSI Young Professionals Mentoring Program As part of our ongoing commitment to professional development of the spatial industry, the Surveying and Spatial Sciences Institute Young Professionals, Queensland Region is launching a Mentoring Program across Queensland. The ability to offer a Mentor Program to SSSI members provides a unique opportunity for young and emerging spatial professionals to engage with, and learn from, established and experienced professionals. The SSSIYP committee has sought the assistance of SIBA, (Spatial Industry Business Association) to help implement this system to its members throughout Queensland. The scheme is available to all financial individual SSSI members. The scheme is not restricted to just YP members. The Mentor Program offers an opportunity for members to take advantage of the skills, experience and wisdom of other, more senior Spatial Professionals. The Mentoring Program is also a great example of indirect value, not easily accounted for when breaking down the components of SSSI membership fees. The proposed timeframe for a mentoring agreement is twelve months. An option to renew or change mentors will be offered at the end of this period if both parties wish to continue in the program. From time to time over the first six months of the program the SSSI YP s and your SSSI Region will organise additional events such as to stimulate the program. Some of the key objectives of this program are to: Support career development Retain talent within the industry for the future Accelerate learning outside of traditional coursework/study Strengthen opportunities to gain leadership qualities within the spatial industry Expose mentors to the enthusiastic new breed of Spatial Professionals If you or someone you know are interested in participating in this opportunity please read the attached guidelines for the program and complete the attached expression of interest form. Expressions of interest in the 2010 mentoring scheme should be received by the SSSI Office Queensland region by 15 th of November Yours Sincerely, Lee Hellen Mentoring Program Coordinator Surveying and Spatial Spatial Sciences Institute Young Professionals Queensland Region

2 Mentor Program QLD Region EOI/ REGISTRATION FORM PERSONAL INFORMATION Surname: First: Mr Mrs Miss Ms. Birth Date: Sex: M F SSSI Membership Number: Street Address: Phone No. ( ) Mobile: City: State: Post Code: Employer: Work Phone: ( ) Occupation: GIS Land Survey Remote Sensing Photogrammetry Mining Engineering PARTICIPANT INFORMATION 1. Would you like to be a mentor or mentee? Mentor Mentee 2. Are you able to meet with your mentoring partner at: Home Work CBD Other (specify) 3. Which days of the week are you available to attend meetings? Cartography Hydrography Other Mon Tue Wed Thu Fri Sat Sun 4. When are you available to attend meetings? (time of day) 5. Are you currently participating in a mentoring program? Yes No If yes, is the program run through your: Workplace Professional Association Community Group Other (specify) 6. Have you ever participated in a mentoring program? Yes No If yes, was the program run through your: 7. What are you looking for in a mentoring relationship? 8. What skills, knowledge, of benefits do you hope to gain from a mentoring relationship? Team Building Project Management Career Progression Client Relationship Management Time Management Salary Expectations Strategic Planning Motivating People Industry Knowledge Accountability Negotiation Skills Managing Difficult Handling Criticism/Feedback Risk Management Situations Access to Potential Employers Work/Life Balance General Advice and Networking Changing Careers support Leadership Development Communication 9. Other comments, suggestions or preferences? Workplace Professional Association Community Group Other (specify) Other (specify) Conflict Resolution If selected to participate in this program I will be a keen and active participant, including any group meetings, and reviews. If I am not an active participant, I understand that I may be removed from the program. I will maintain confidentiality at all times and will not divulge any personal or commercially sensitive information or disclosures to any other person. Signature Date

3 Table of Contents: TABLE OF CONTENTS:... 1 BACKGROUND... 2 INTRODUCTION... 2 CONTINUING PROFESSIONAL DEVELOPMENT (CPD)... 3 GENERAL INFORMATION... 3 MATCHING MENTORS AND MENTEES... 3 TRAINING... 3 MENTEES ARRANGING MEETINGS... 3 FORMALISING THE MENTORING RELATIONSHIP... 3 PROGRESSING YOUR CAREER WITHIN THE SPATIAL INDUSTRY THROUGH:... 3 PRINCIPLES THAT GUIDE THE MENTORING RELATIONSHIPS... 4 PROGRAM CONTACTS... 4 INFORMATION FOR MENTEES... 5 WHO CAN APPLY TO BE A MENTEE?... 5 WHAT ARE THE RESPONSIBILITIES OF THE MENTEE?... 5 HOW DOES THE SELECTION PROCESS WORK?... 5 HOW AM I MATCHED TO MY MENTOR?... 5 CAN I SELECT MY OWN MENTOR?... 5 WHO ARE THE MENTORS?... 6 WHAT CAN I EXPECT FROM MY MENTOR?... 6 WHAT WILL MY MENTOR EXPECT FROM ME?... 6 HOW DOES MY MENTOR DIFFER FROM MY WORKPLACE MANAGER?... 7 INFORMATION FOR MENTORS... 8 WHO CAN APPLY TO BE A MENTOR?... 8 HOW MUCH TIME AND EFFORT DOES A MENTOR NEED TO COMMIT?... 8 WHAT ARE THE RESPONSIBILITIES OF THE MENTOR?... 8 WHAT CAN I EXPECT FROM MY MENTEE?... 8 WHAT WILL MY MENTEE EXPECT FROM ME?... 8 WHAT MAKES A GOOD MENTOR?... 9 ASSESSING YOUR READINESS... 9 FAQ S WHAT IF MY MENTOR AND I ARE NOT A GOOD MATCH? WHERE DO I GO IF I HAVE PROBLEMS WITH MENTORING? HOW DO I KNOW THAT WHAT I TELL MY MENTOR REMAINS CONFIDENTIAL? WILL I GET ANY TRAINING BEFORE I START THE MENTORING RELATIONSHIP? HOW DO I ASSESS HOW THE MENTORING PARTNERSHIP IS WORKING? Page 1 of 11

4 Background Mentor Program As part on ongoing development of annual SSSI YP membership, a number of activities and services were brainstormed that could provide new members with additional value on top of the tangible aspects that come with membership. One of the key services identified for young professionals was the provision of a Mentor Program. Such programs in industry are regarded highly by those who have had the opportunity to participate, either as a Mentor or Mentee. The ability to offer a Mentor program to its members is a unique opportunity for young and emerging spatial professionals to engage with, and learn from, established and experienced professionals. The mentor program is also a great example of indirect value, not easily accounted for when breaking down the components of member subscription fees. The SSSIYP committee has sought the assistance of SIBA, (Spatial Industry Business Association) to help implement this system to its members throughout Queensland. Introduction Mentoring is usually a one-to-one relationship that provides guidance at a time of development and change. Mentors provide impartial, confidential guidance and are there as a guide, rather than a doer. The mentoring relationship will generally be informal and last for an initial period of twelve months. Mentees will then have the option to renew or change your mentor after the initial period. The mentoring role should function independently of individual status/position in industry, and maintain a careful distance from workplace issues. The Mentoring Program offers an opportunity for members to take advantage of the skills, experience and wisdom of other, more senior Spatial Professionals. It is administered by a young professionals committee, who will offer training, materials and coaching. From time to time the regional administrator will organise additional events to stimulate the program. The first of which will be in the form of a program launch. Some of the key objectives of this program are to: Support career development Retain talent within the industry for the future Accelerate learning outside of traditional coursework/study Strengthen opportunities to gain leadership qualities within the spatial industry Expose mentors to the enthusiastic new breed of Spatial Professionals This document aims to propose an initial framework for the Mentor Program looking broadly at what mentoring is, specific roles, responsibilities, objectives, and activities required to initially put in place a pilot program, with the aim to then roll-out the program across Queensland. Page 2 of 11

5 Continuing Professional Development (CPD) All SSSI and SIBA members who participate in this program will receive CPD points commensurate with time spent as per institution guidelines. The value of this CPD shall be administered by the SSSI regional CPD committee. General Information Mentor and Mentee self-nomination process The process begins with calls for suitable people to nominate themselves to become Mentors through an Expression of Interest (EOI) form. Once we have identified a pool of suitable Mentors, we invite members to apply to participate as Mentees. Matching Mentors and Mentees Matching of Mentors and Mentees is based on information provided in EOIs and finding suitable matches. Some partnerships are self-matched and others are matched by the Regional Program Co-ordinator. Training Both Mentors and Mentees are briefed on their roles, expectations and responsibilities and trained in basic skills. Each pair is provided with a variety of tools and other resources to draw on in their meetings. Mentees arranging meetings Mentees initiate contact and agree with their Mentor where and how often to meet. The minimum commitment is for one hour per month. A continuation of the Mentor/Mentee relationship beyond the initial agreed period is determined by both parties. Formalising the Mentoring relationship In the first six weeks the Mentee and Mentor will have an opportunity to agree on whether the match is satisfactory in terms of both party s goals. Either or both may decide to request a different match without fault. While the regional committee coordinates the Program, the relationship between Mentor and Mentee is self-managed and confidential. The Mentee is responsible for actions and outcomes agreed with their Mentor, and ultimately for the attainment of their goals. Progressing your career within the spatial industry through: Seeking help to target career development opportunities that match interests, skills and experience Seeking help to develop personal techniques to navigate a career path An opportunity to learn from an experienced leader within the industry Both Mentors and Mentees have much to gain from a trusting Mentoring relationship. Mentoring can also give a sense of accomplishment and satisfaction of sharing experiences and insights in a safe space with another person. Page 3 of 11

6 Principles that guide the Mentoring relationships The Mentor and the Mentee will work out together how they can best achieve the benefits and satisfaction they are seeking through the relationship. There are some guiding principles that will help shape a mutually satisfying partnership. Commitment to the Program Successful Mentoring requires the commitment of both parties to the program and each other. Realistic expectations Mentoring cannot meet all of your career needs, which is why the SSSI and is looking to provide additional Career Development services, tools and activities. Personal responsibility for your learning While Mentors are encouraged to provide guidance and support, Mentees are responsible for decisions and actions. To get the most out of their wisdom and experience, think about your learning needs and what you need to achieve them. Confidentiality All information the Mentee and Mentor share as part of their Mentoring relationship is strictly confidential. You can raise concerns about confidentiality with the Regional Program Coordinator. Open and honest communication Developing a trusting relationship depends on the Mentee and the Mentor being open to sharing thoughts and feelings honestly and directly. Mentees and Mentors should confront any communication issues directly before seeking outside help. Be open to ideas and influence It s important to explore options, look at a range of problem-solving methods and view situations from more than one perspective. Mentoring is an ideal environment to challenge the way you think and pursue your goals. Trust and respect A culture of trust and respect should form the basis for the Mentoring relationship and encompasses all of the above principles. Program Contacts Regional Program Co-ordinator (TBC) Lee Hellen Phone: Chris McAlister Page 4 of 11

7 Information for Mentees Mentor Program Who can apply to be a Mentee? All financial individual SSSI members. The scheme is not restricted to just YP members. How much time and effort does a Mentee need to commit? You should devote time to meeting with your Mentor (Maximum 3 hours, once a month) You should allocate time to prepare for the meeting to maximise its value As a Mentee, you are responsible for taking action and following through on your commitments with your Mentor You should take personal responsibility for your learning What are the responsibilities of the Mentee? Commit to the Program and respect the boundaries of the mentoring relationship Pro-actively identify goals and priorities Be ready to listen and learn Act on advice and agreed tasks Review progress and consider any areas for attention Participate in reviews of the Program Raise issues directly with the Mentor Refer unresolved concerns to Regional Program Co-ordinator How does the selection process work? The Regional Program Co-ordinator, along with other members of the regional committee, reviews the Mentor and Mentee applications and undertakes the matching process. How am I matched to my Mentor? You are matched on the basis of your EOI. We will be attempting to match on complementary motivation, as well as making sure your Mentor s experience is consistent with your stated goals. The matching process is largely dependent upon the information in the EOIs. The more specific information we can get from EOIs, the more successful the matching process. The success of the Mentoring relationship will be determined by both parties. If needed, the Regional Program Co-ordinator will help either the Mentor or Mentee withdraw from a poor match with no fault. The Mentee and the Mentor will then work with us to establish a new partnership for each (pending the availability of Mentors). Can I select my own Mentor? The online EOI process offers an opportunity for you to advise the Regional Program Coordinator of a preferred area of expertise of a Mentor, along with the reasons why. It is not expected that you have a Mentor in mind. Participants may make a request for a particular person, however we can t give you any guarantees that your preferred Mentor will be available Page 5 of 11

8 for you. Where your preferred choice is not available, we will be working to match you with a satisfactory alternative. The matching process strives to be fair and to find suitable matches both for Mentor and Mentee. We prefer you do not approach the person directly outside of the EOI process. Who are the Mentors? Mentors are self nominated and are drawn from leaders within the spatial industry. All will have skills in leadership, technical competence in their own field, and be able to offer insights into how organisations work, at least in their own area of influence. In addition they will be assessed on their: commitment to the principles of the Program understanding of Mentoring what they think they can offer to the Program communication skills What can I expect from my Mentor? You can expect your Mentor to: Commit time and enthusiasm Be prepared to share knowledge/skills as well as their learning s Assist with goal-setting, without taking over Provide impartial, confidential advice and guidance Help identify network-building and other professional development opportunities Provide feedback on progress towards goals and their direct observations Listen actively to your needs and communicate openly Hold you to account for doing what you say you ll do Confront issues in the relationship with you Help you examine issues and work towards solutions Participate in reviews of the Program Where issues cannot be resolved, refer to the Regional Program Co-ordinator Model the leadership values and behaviours of our industry Review with you the health of the partnership and the stage it is at Keep everything confidential What will my Mentor expect from me? Your Mentor will expect you to: Pro-actively identify goals and priorities Be ready to listen and learn Act on advice and agreed tasks Review progress and consider any areas for attention Participate in reviews of the Program Raise issues directly with the Mentor Commit both time and energy to the relationship Be open and honest in your relations Be willing to confront issues Be eager to learn and open to new ideas Be willing to take risks Have a positive attitude Be open to receiving feedback about your skills and behaviour Page 6 of 11

9 Be able to act on feedback and keep commitments Take responsibility for outcomes, take the initiative in meetings and demonstrate resourcefulness Maintain strict confidentiality How does my Mentor differ from my workplace manager? A Mentor is there to act as a guide providing a broad career perspective, looking at the individual s personal and professional needs away from daily job demands. The Mentoring relationship is less structured than the manager relationship. It is a place to reflect, challenge and plan. While your workplace manager has a role to play in your Career Development and your Development Plan, the Mentor provides another confidential avenue to assist you in your career development aspirations while not being involved in your operational needs. The Mentor also provides a regular opportunity to work on goals. Page 7 of 11

10 Information for Mentors Who can apply to be a Mentor? Mentors will be approached from both within and beyond the Spatial Industry. SSSI individual membership is encouraged but not compulsory. How much time and effort does a Mentor need to commit? You should devote time to meeting with your Mentee (Maximum 3 hours, once a month) What are the responsibilities of the Mentor? Commit to the Program and respect the boundaries of the mentoring relationship Be open is sharing knowledge, information and personal experiences Treat the mentee with respect Be non-judgemental and accept differences Participate in reviews of the Program Raise issues directly with the Mentee Refer unresolved concerns to Regional Program Co-ordinator What can I expect from my Mentee? You can expect your Mentee to: Pro-actively identify goals and priorities Be ready to listen and learn Act on advice and agreed tasks Review progress and consider any areas for attention Participate in reviews of the Program Raise issues directly with the Mentor Commit both time and energy to the relationship Be open and honest in your relations Be willing to confront issues Be eager to learn and open to new ideas Be willing to take risks Have a positive attitude Be open to receiving feedback about their skills and behaviour Be able to act on feedback and keep commitments Take responsibility for outcomes, take the initiative in meetings and demonstrate resourcefulness Maintain strict confidentiality What will my Mentee expect from me? Your Mentee will expect you to: Commit time and enthusiasm Be prepared to share knowledge/skills as well as your learning s Assist with goal-setting, without taking over Provide impartial, confidential advice and guidance Help identify network-building and other professional development opportunities Provide feedback on progress towards goals and their direct observations Listen actively to their needs and communicate openly Hold them to account for doing what they say they ll do Confront issues in the relationship with you Help them examine issues and work towards solutions Page 8 of 11

11 Participate in reviews of the Program Where issues cannot be resolved, refer to the Regional Program Co-ordinator Model the leadership values and behaviours of our industry Review with them the health of the partnership and the stage it is at Keep everything confidential What Makes a Good Mentor? A way to judge whether you are a good candidate to be a successful Mentor is to look at the characteristics below and test your readiness against these. A good Mentor: Is positive towards their work, the Company and its values Believes in the value of mentoring and the Program Is open in sharing knowledge, information and personal experiences Is willing and able to learn Has a strong desire to help others Treats others with respect Is non-judgmental and accepts differences Is confident and secure about themself A good Mentor tends also to: Be organisationally insightful Be seen as a good developer of others Be caring in their relations with others Be seen as a good leader Have sound technical competence Exhibit sound judgment and be independent, divergent thinker Have the capacity to communicate well with a variety of people Be regarded as successful and generous in sharing credit Be true to their own values and 'walk the talk' Most of these characteristics rest on skills that can be learnt. Some develop over time with life and work experience. Some can be learnt through training and will be covered in Mentor training sessions and/or developed through the experience of being (or having) a Mentor. Your feelings about yourself and your potential role in this Program may be influenced by current personal circumstance. You may have the skills and knowledge but the time is not right for you to nominate as a Mentor. Assessing Your Readiness If you can answer 'yes' to each of these questions, you are likely to make a good Mentor in our Program. 1. Are you genuinely interested in people and their differences? 2. Do you have experience in motivating people to develop and perform to their best? 3. Are you open to sharing your mistakes and learning s as well as your knowledge with someone else? 4. Do you think your colleagues respect you? 5. Do you believe the Mentoring Program is an important initiative to help young professionals develop their careers? 6. Do you believe you can learn things from being a Mentor? 7. Do you have the time and the commitment to spend up to three hours each month with a Mentee? Page 9 of 11

12 Be frank in your assessment of where you now stand, particularly in terms of your capacity to devote time and energy to the process. If you would like to talk with someone about your readiness, you can discuss with the Regional Program Co-ordinator. Page 10 of 11

13 FAQ s What if my Mentor and I are not a good match? Both parties will determine the success of the Mentoring relationship. If needed, the Regional Program Co-ordinator will help either the Mentor or Mentee withdraw from a poor match with no fault. We ask the Mentee to advise the Regional Program Co-ordinator in the first six weeks whether both parties are happy to formalise their Mentoring relationship. This allows enough time for two meetings together. If it is not an apt match, the Mentee and the Mentor will then work with the Regional Program Co-ordinator to establish a new partnership (pending the availability of Mentors). Where do I go if I have problems with Mentoring? Contact the Regional Program Co-ordinator to discuss any queries or problems you are having with the Program. How do I know that what I tell my Mentor remains confidential? There are seven guiding principles that will help shape a mutually satisfying partnership. Confidentiality is one of these principles. All information the Mentee and Mentor share as part of their Mentoring relationship is strictly confidential. Trust and respect is another principle. A culture of trust and respect should form the basis for the Mentoring relationship. You can raise any concerns you have about confidentiality with the Regional Program Coordinator. Will I get any training before I start the Mentoring relationship? Yes. Both Mentors and Mentees are briefed on their roles, expectations and responsibilities and trained in basic skills prior to commencing their relationship. Each pair is provided with a variety of tools and other resources to draw on in meetings. How do I assess how the Mentoring partnership is working? With the support of training, tools, resources and hopefully, a suitable match, we expect most Mentoring partnerships will work. We ask that you walk into meetings with a positive attitude taking on board the guiding principles of the Program and a desire to get to know each other, build trust and respect the boundaries of the relationship. Both parties need to commit to the Program, to be there voluntarily and want to make it work. The Mentee is asked to confirm with the Regional Program Co-ordinator in the first 6 weeks if the Mentoring relationship is being formalised or not. Deciding not to proceed with a particular match is viewed as a no fault situation. We recognise that in some instances, people may just not connect sufficiently to develop rapport and trust. Should you feel you need some guidance, please contact the Regional Program Co-ordinator to discuss. Page 11 of 11

Path to Success: A Guide for Mentors and Protégés

Path to Success: A Guide for Mentors and Protégés Path to Success: A Guide for Mentors and Protégés Certified Public Accountants Business Consultants Acumen. Agility. Answers. Path to Success: A Guide for Mentors and Protégés P 01 What Is Mentoring? Mentoring

More information

Mentoring Orientation Guide 2012

Mentoring Orientation Guide 2012 Mentoring Orientation Guide 2012 TABLE OF CONTENTS Introduction... 2 Mentoring Orientation... 3 Roles and Responsibilities of the Mentor... 5 Roles and Responsibilities of the Mentee... 7 Establishing

More information

Metro St. Louis PMI Chapter. Mentoring. Program

Metro St. Louis PMI Chapter. Mentoring. Program Metro St. Louis PMI Chapter Mentoring Program Rob Kurtz, PMP May 11, 2010 Disclaimer Metro St. Louis PMI Chapter provides no guarantees regarding the mentee s career growth prospects. The Chapter sincerely

More information

MENTOR PROGRAM GUIDELINES

MENTOR PROGRAM GUIDELINES MENTOR PROGRAM GUIDELINES Guidelines for Mentors and Mentees participating in the Occupational Therapy Australia South Australian Division Mentor Program. Occupational Therapy Australia South Australian

More information

What it workplace mentoring?

What it workplace mentoring? What it workplace mentoring? Workplace mentoring is a learning partnership between employees for purposes of sharing technical information, institutional knowledge and insight with respect to a particular

More information

NSW Mentoring Program Guidelines. for Mentees and Mentors

NSW Mentoring Program Guidelines. for Mentees and Mentors NSW Mentoring Program Guidelines for Mentees and Mentors March 2014 Table of Contents Introduction... 1 Program Purpose... 1 Participant Eligibility... 1 Mentors... 1 Mentees... 2 What is Mentoring?...

More information

Mentoring Program Guidelines. for Mentees and Mentors

Mentoring Program Guidelines. for Mentees and Mentors Mentoring Program Guidelines for Mentees and Mentors April 2014 Table of Contents Table of Contents... 2 Introduction... 3 Program Purpose... 3 Participant Eligibility... 3 Mentors... 4 Mentees... 4 What

More information

Mentoring Program Guidelines

Mentoring Program Guidelines Mentoring Program Guidelines for Mentees and Mentors February 2011 Table of Contents Table of Contents... ii Introduction... 1 Program Purpose... 2 Participant Eligibility... 3 Mentors... 3 Mentees...

More information

International Council on Archives

International Council on Archives International Council on Archives Section for Records Management and Archival Professional Associations DEVELOPING A MENTORING PROGRAM: GUIDELINES FOR PROFESSIONAL ASSOCIATIONS 2009 CONTENTS Introduction

More information

Shell Mentoring Toolkit

Shell Mentoring Toolkit Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role

More information

PEER SUPPORT PROGRAM GUIDELINES

PEER SUPPORT PROGRAM GUIDELINES PEER SUPPORT PROGRAM GUIDELINES Guidelines for participants in the Occupational Therapy Australia SA Peer Support Program. Occupational Therapy Australia Limited ABN 27 025 075 008 ACN 127 396 945 SA Division

More information

Career Mentoring Programme 2013/4

Career Mentoring Programme 2013/4 Career Mentoring Programme 2013/4 Department of Management, City University of Hong Kong Mentee Handbook Welcome to the Career Mentoring Programme. Career Mentors teach our students many important aspects

More information

Mentoring Program Guidelines. for Mentees and Mentors

Mentoring Program Guidelines. for Mentees and Mentors Mentoring Program Guidelines for Mentees and Mentors May 2013 Table of Contents Introduction... 3 Program Purpose... 3 Participant Eligibility... 3 Mentors... 4 Mentees... 4 What is Mentoring?... 5 Benefits

More information

Mentoring Survey Question Bank

Mentoring Survey Question Bank ing Survey Question Bank The ing Survey Question Bank contains hundreds of questions under several categories which can be included in your mentoring survey design. DEMOGRAPHIC QUESTIONS Description: The

More information

Academic Mentoring Program. Built Environment + Art & Design

Academic Mentoring Program. Built Environment + Art & Design Academic Mentoring Program Built Environment + Art & Design Welcome to the Art & Design + Built Environment Mentoring Program. We hope you find the Program helpful, fulfilling and enjoyable. The information

More information

Alumni Mentor Program Handbook

Alumni Mentor Program Handbook Alumni Mentor Program Handbook Alumni Mentor Program Handbook Table of Contents Mission and History... 3 Program Structure... 4 Participant Benefits... 5 Application and Matching Process... 6 Program Guidelines...

More information

Mentoring MENTOR GUIDE ACHSM Mentoring Program. This Guide aims to assist ACHSM Members involved as Mentors. ACHSM Mentor Guide

Mentoring MENTOR GUIDE ACHSM Mentoring Program. This Guide aims to assist ACHSM Members involved as Mentors. ACHSM Mentor Guide Mentoring MENTOR GUIDE 2016 ACHSM Mentoring Program This Guide aims to assist ACHSM Members involved as Mentors ACHSM Mentor Guide 2016 1 Contents INTRODUCTION 3 1. WHAT IS MENTORING? 5 2. WHY A MENTORING

More information

OCR Levels 2 and 3 in Supporting Teaching and Learning in Schools. Unit 68 Support learners by mentoring in the workplace (L&D L14)

OCR Levels 2 and 3 in Supporting Teaching and Learning in Schools. Unit 68 Support learners by mentoring in the workplace (L&D L14) OCR Levels 2 and 3 in Supporting Teaching and Learning in Schools Unit 68 (L&D L14) (L&D L14) UNIT SUMMARY Who is this unit for? This unit is for those who mentor colleagues and trainees in the workplace

More information

Information kit 2016

Information kit 2016 Information kit 2016 Intake 1 (April 2016 April 2017) Intake 2 (October 2016 October 2017) Contents PURPOSE OF THE MENTORING PROGRAM... 4 DEFINITIONS... 4 Mentor... 4 Mentee... 4 BENEFITS OF THE AHRI MENTORING

More information

Professional Mentorship Program Guidebook 2015-2016

Professional Mentorship Program Guidebook 2015-2016 Professional Mentorship Program Guidebook 2015-2016 CFA Society Ottawa Professional Mentorship Program Welcome to the CFA Society Ottawa mentorship program! You have made an important commitment by deciding

More information

Mentoring for success. A mentoring guide for staff in the Western Australian NRM sector

Mentoring for success. A mentoring guide for staff in the Western Australian NRM sector Mentoring for success A mentoring guide for staff in the Western Australian NRM sector Contents Introduction 4 Mentoring defined 4 Organisational commitment 4 Benefits of a mentoring program 5 Mentoring

More information

CAREER PLANNING Targeted Development Activities

CAREER PLANNING Targeted Development Activities 1. Job Shadowing CAREER PLANNING Targeted Development Activities Shadowing someone for a day (or more) is regularly used during on-boarding or for career exploration. It is an opportunity to observe and

More information

Women Entrepreneurs in Lanark and North Leeds Mentorship Program Guide for Mentors

Women Entrepreneurs in Lanark and North Leeds Mentorship Program Guide for Mentors Women Entrepreneurs in Lanark and North Leeds Mentorship Program Guide for Mentors PREFACE The WELL Program provides financing, training and mentoring to women interested in starting their own business,

More information

Guide to Mentoring Version 1.0, June 2016

Guide to Mentoring Version 1.0, June 2016 Guide to Mentoring Version 1.0, June 2016 Contents Part 1 Introduction... 4 Part 2 - VETS Background... 4 VETS Aim:... 5 Part 3 Requirements of a VETS Mentor... 5 Eligibility... 5 What is a Mentor?...

More information

MENTORING: A Kit for Mentees. Professional Development Program. Engineers Australia. Mentoring: A Kit for Mentees A

MENTORING: A Kit for Mentees. Professional Development Program. Engineers Australia. Mentoring: A Kit for Mentees A MENTORING: A Kit for Mentees Professional Development Program Engineers Australia Mentoring: A Kit for Mentees A Contents Introduction to mentoring 2 About mentoring 2 Formal versus informal mentoring

More information

2014/2015 Program Information & Handbook. Haskayne Mentorship Program HASKAYNE SCHOOL OF BUSINESS

2014/2015 Program Information & Handbook. Haskayne Mentorship Program HASKAYNE SCHOOL OF BUSINESS 2014/2015 Program Information & Handbook Haskayne Mentorship Program HASKAYNE SCHOOL OF BUSINESS Table of Contents Introduction to Mentorship 3 Program Expectations 5 Mentorship Best Practices 7 During

More information

NZPI Mentoring Guidelines

NZPI Mentoring Guidelines NZPI Mentoring Guidelines Table of Contents 1.0 Introduction 2 2.0 Programme Purpose 2 3.0 What is Mentoring and What are the Benefits 2 What is a Mentor? 2 What is a Mentee? 2 What are the Benefits of

More information

The N4A Mentoring Program

The N4A Mentoring Program Mentor Program The N4A Mentoring Program An essential, yet underestimated, factor in professional development is the alliance formed between mentors ("seasoned" professional) and mentees (novice professional).

More information

Module 4 Building the B.E.S.T. Mentoring Relationships

Module 4 Building the B.E.S.T. Mentoring Relationships District 42 The Mentoring Guide Series How to Build a Successful Club Mentoring Program Module 4 Building the B.E.S.T. Mentoring Relationships Developing Leaders through Shared Experience District 42 Mentoring

More information

C O N T E N T S. Introduction. Section 1. Section 2. Section 3. Mentee Preparation Workbook

C O N T E N T S. Introduction. Section 1. Section 2. Section 3. Mentee Preparation Workbook Mentee Preparation Workbook C O N T E N T S Introduction Section 1 The Mentor s Commitment and what a Mentor on our Scheme can offer you Contracting stage Section 2 Preparation for your journey as a mentee

More information

Scripps College. Mentor Program

Scripps College. Mentor Program Scripps College Mentor Program What is a Mentor A new employee s onboarding is greatly enhanced by assigning a mentor within the department. This is a fellow employee (other than the manager) who provides

More information

Mentoring Program FAQs

Mentoring Program FAQs Mentoring Program FAQs Overview The below set of frequently asked questions have been prepared to assist both mentors and mentees with some common questions they may have on the AIPM Victorian Mentoring

More information

Mentoring Program Objectives Outcomes Mentee Benefits Mentor Benefits

Mentoring Program Objectives Outcomes Mentee Benefits Mentor Benefits Mentoring Program Objectives - Facilitate networks and relationships between the experienced business leaders of today and the motivated and visionary minds of tomorrow. - Encourage growth and learning

More information

The Bridge Mentorship Program. Mentor Toolkit

The Bridge Mentorship Program. Mentor Toolkit The Bridge Mentorship Program Mentor Toolkit 2013 Objectives The Bridge Mentorship Program Information for Mentors and Mentees Successful mentoring programs are those that have clear, measurable objectives.

More information

University of York Coaching Scheme

University of York Coaching Scheme University of York Coaching Scheme Guidelines July 2014 Learning and Development Contents Introduction to Coaching... 2 What is the difference between Coaching, Mentoring, Counselling and Mediation?...

More information

American Association of Blacks in Energy 2013 Mentoring Handbook

American Association of Blacks in Energy 2013 Mentoring Handbook American Association of Blacks in Energy 2013 Mentoring Handbook Table of Contents Executive Summary.Page 1 Program Goals.Page 1 Program Framework.Page 2 The Value of an AABE Mentoring Program.Page 2 Mentor/Mentee

More information

Sometimes there is confusion over what mentoring is, and what it is not.

Sometimes there is confusion over what mentoring is, and what it is not. What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable

More information

Standards and progression point examples

Standards and progression point examples Interpersonal Development In Interpersonal Development, there is one point (0.5) at Foundation for assessing student progress towards the Foundation standard. Interpersonal Development Progressing towards

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Mentorship Program HANDBOOK. PASCALLE GODDARD AND CHRISTINE VILLARREAL

Mentorship Program HANDBOOK. PASCALLE GODDARD AND CHRISTINE VILLARREAL 2014 Mentorship Program HANDBOOK PASCALLE GODDARD AND CHRISTINE VILLARREAL mentorship@ncapa.com National Capital Area Paralegal Association (NCAPA) Mentorship Program Handbook TABLE OF CONTENTS Introduction...

More information

PROGRAM HANDBOOK AMCTO MENTORSHIP PROGRAM

PROGRAM HANDBOOK AMCTO MENTORSHIP PROGRAM PROGRAM HANDBOOK AMCTO MENTORSHIP PROGRAM About AMCTO: AMCTO represents excellence in local government management and leadership. AMCTO has provided education, accreditation, leadership and implementation

More information

MENTOR GUIDE FOR TRANSPORT AND LOGISTICS STAFF

MENTOR GUIDE FOR TRANSPORT AND LOGISTICS STAFF Pentrans Consulting Pty Ltd trading as Pentrans Consulting 100 Wilton Road Wilton NSW 2571 Phone: 02 76309123 Fax 0246309102 Email training@pentrans.com.au MENTOR GUIDE FOR TRANSPORT AND LOGISTICS STAFF

More information

Professional Mentoring Program Information Guide & FAQs

Professional Mentoring Program Information Guide & FAQs Professional Mentoring Program Information Guide & FAQs Former PMP protégé Nilesh Bhagat, CHRP Former mentor TJ Schmaltz, LLB, BCL, CHRP Dear HRMA member, So you are interested in participating in our

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

Program Information and Mentor Handbook

Program Information and Mentor Handbook MSC 350, 2500 University Drive NW Calgary, AB, T2N 1N4 Phone: (403) 220-5997; Fax: (403) 282-8992 www.ucalgary.ca/gsa Graduate Students Association Mentorship Program Program Information and Mentor Handbook

More information

Mentoring Program Guide The greatest good you can do for another is not just to share your riches but to reveal to him his own.

Mentoring Program Guide The greatest good you can do for another is not just to share your riches but to reveal to him his own. Mentoring Program Guide The greatest good you can do for another is not just to share your riches but to reveal to him his own. Benjamin Disraeli What is mentoring? Mentoring is the pairing of two people

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

The Chartered Society of Physiotherapy. Job Description. Trade Union Organisers X2 Fixed Term Contracts (both 15 months)

The Chartered Society of Physiotherapy. Job Description. Trade Union Organisers X2 Fixed Term Contracts (both 15 months) The Chartered Society of Physiotherapy Job Description Job Title: Directorate: Team: Trade Union Organisers X2 Fixed Term Contracts (both 15 months) Employment Relations and Union Services Field Services

More information

Mentoring Guide. Get Started

Mentoring Guide. Get Started Mentoring Guide This guide provides a roadmap for any company, no matter the size of the business or the industry whether you re just getting started or you already have a mentoring program that you want

More information

A guide to helping people to succeed at work

A guide to helping people to succeed at work Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended

More information

RPS / Health Education South London Leadership Programme Briefing

RPS / Health Education South London Leadership Programme Briefing RPS / Health Education South London Leadership Programme Briefing The Leadership Development Programme is developed specifically for the RPS / Health Education South London, by the CIPD to help develop

More information

GUIDELINES FOR MENTORS AND MENTEES

GUIDELINES FOR MENTORS AND MENTEES GUIDELINES FOR MENTORS AND MENTEES What is the purpose of mentoring? Mentoring is a form of life-long learning for both the mentee and mentor. The ASCEPT mentoring programme matches a mentor with a more

More information

Mentor Orientation & Guidelines

Mentor Orientation & Guidelines Mentor Orientation & Guidelines Christine D. Des Jarlais Assistant Dean for Graduate Outreach & Postdoctoral Affairs CFAR Workshop October 6, 2004 Mentoring the next generation of scientists is a shared

More information

24,006 - with possible progression to 25,771 per annum (pro rata for part time) Grade 5

24,006 - with possible progression to 25,771 per annum (pro rata for part time) Grade 5 Job Title Revenues Officer 3 (Job No. 000726) Service Area Financial Services Salary 24,006 - with possible progression to 25,771 per annum (pro rata for part time) Grade 5 Contract Permanent Hours 37

More information

Personal, Learning & Thinking Skills

Personal, Learning & Thinking Skills Personal, Learning & Thinking Skills Guidance for Young Apprenticeship in Business & Administration Value of Personal, Learning and Thinking Skills (PLTS) The Council for Administration (CfA) has identified

More information

Coaching: bringing out the best. Opinion piece Philip Brew

Coaching: bringing out the best. Opinion piece Philip Brew Coaching: bringing out the best Opinion piece Philip Brew Coaching: bringing out the best Philip Brew 1/6 Organisations need fully functioning human beings In today s demanding and complex environments,

More information

/ / / get >2015 AUSTRALIAN INSTITUTE OF ARCHITECTS NSW CHAPTER MENTORING PROGRAM /INFORMATION PACK

/ / / get >2015 AUSTRALIAN INSTITUTE OF ARCHITECTS NSW CHAPTER MENTORING PROGRAM /INFORMATION PACK >2015 AUSTRALIAN INSTITUTE OF ARCHITECTS NSW CHAPTER MENTORING PROGRAM /INFORMATION PACK WWW.ARCHITECTURE.COM.AU WWW.DARCH.COM.AU WWW.SONA.COM.AU get / / / GENDER EQUITY TASKFORCE New South Wales /A CULTURE

More information

Job Description Senior Accountant

Job Description Senior Accountant Job Description Senior Accountant Name Reports to Start date Permanent staff Business Services Manager TBA YES A Senior Accountant is a highly productive and functioning member of the team, managing work

More information

Career Mentoring Programme Terms of Reference

Career Mentoring Programme Terms of Reference Career Mentoring Programme Terms of Reference A Guide for Mentors An initiative from CIMA Gauteng, South Africa The greatest good you can do for another is not just to share your riches but to reveal to

More information

Mentoring In The Dietetic Profession Guidance Paper

Mentoring In The Dietetic Profession Guidance Paper Mentoring In The Dietetic Profession Guidance Paper 1998 1 Introduction The BDA Strategic Plan 1997-2007 states, as one of the Association s medium term objectives, that mentoring will take place at all

More information

PERSONAL AND CAREER DEVELOPMENT PLANNING GUIDANCE NOTES

PERSONAL AND CAREER DEVELOPMENT PLANNING GUIDANCE NOTES PERSONAL AND CAREER DEVELOPMENT PLANNING GUIDANCE NOTES When your passions and talents coincide with the needs of the world, that is your vocation. Aristotle kos/rev.4/02-11-06 1 Table of Contents Section

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Director of Human Resources

Director of Human Resources POSITION DESCRIPTON POSITION: Director of Human Resources STATUS: Contract 5 Years, commencing January 2014 TIME: LOCATION: VISION / CONTEXT: Part-time (0.8FTE averaged over the full year). Either full-time

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

AC COMPETENCY FRAMEWORK Revised June 2012

AC COMPETENCY FRAMEWORK Revised June 2012 AC COMPETENCY FRAMEWORK Revised June 2012 Coaching competencies for All Coaches 1. Meeting ethical, legal and professional guidelines 2. Establishing the coaching agreement and outcomes 3. Establishing

More information

School Transition Learning Mentor for Children Looked After

School Transition Learning Mentor for Children Looked After Job Title: School Transition Learning Mentor for Children Looked After Job Grade: Band 3 Directorate: Job Reference Number: Schools Children & Families P00865 The Role Working closely with Education Advisors

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

Workforce Development Pathway 8 Supervision, Mentoring & Coaching

Workforce Development Pathway 8 Supervision, Mentoring & Coaching Workforce Development Pathway 8 Supervision, Mentoring & Coaching A recovery-oriented service allows the opportunity for staff to explore and learn directly from the wisdom and experience of others. What

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

Interview Guide Chris Park

Interview Guide Chris Park Interview Guide Chris Park Work Strengths Generated on: 15-Jan-2013 Page 2 2011 Saville Consulting. All rights reserved. Contents Introduction to Interview Guide...3 Interview Scores Summary...4... 5 Interview

More information

How to Build a Mentoring Program. A Mentoring Program Toolkit

How to Build a Mentoring Program. A Mentoring Program Toolkit How to Build a Mentoring Program A Mentoring Program Toolkit 1 2 Table of Contents Mentoring Program Toolkit Overview 5 Quick-Start Guide 6 Templates and Samples 29 For Mentors 46 For Mentees 53 3 4 Mentoring

More information

GRADUATE TRAINEE PROGRAMME

GRADUATE TRAINEE PROGRAMME GRADUATE TRAINEE PROGRAMME 2015-2017 Graduate Development Surveyor / Planner Trainee (2 posts) Ref: NB50935918/02 Vacancy Information Application Closing Date: Monday 6 July 2015 at 5pm Thank you for your

More information

Workplace learning. Training. Coaching. Mentoring

Workplace learning. Training. Coaching. Mentoring Commonwealth of Australia 2015. This program has been produced by ForestWorks with the assistance of funding provided by the Australian Government through the Department of Education and Training. These

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

Seattle University Redhawk Network Mentoring Program Mentee Guide 2014

Seattle University Redhawk Network Mentoring Program Mentee Guide 2014 Seattle University Redhawk Network Mentoring Program Mentee Guide 2014 A note to mentees... Participation in the Seattle University Mentoring Program provides students and alumni a way to connect, share

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information

Top 12 Interview Questions Exposed

Top 12 Interview Questions Exposed Top 12 Interview Questions Exposed The key to an interview is to be well prepared in advance. Many people typically find it difficult to explain exactly what their strengths and accomplishments are in

More information

HOW TO USE A RECRUITMENT FIRM

HOW TO USE A RECRUITMENT FIRM HOW TO USE A RECRUITMENT FIRM Looking for a Job is a Job in itself! Where do I start? Even for the most able of job seeker, the job search can feel like a very lonely process. You can often find yourself

More information

Yale University. Guide to Getting Started V1 1/12

Yale University. Guide to Getting Started V1 1/12 Yale University Guide to Getting Started V1 1/12 Individual Development Plan IDP is a process you direct, in partnership with your manager, to enhance your professional growth by: Identifying and pursuing

More information

Central Services. Business Support Service JOB DESCRIPTION

Central Services. Business Support Service JOB DESCRIPTION Central Services Business Support Service JOB DESCRIPTION POST: GRADE: Grade: Band 12 RESPONSIBLE TO: A Head of Business Support STAFF MANAGED: Team Leaders. In some instance, a Business Support Manager

More information

Apprenticeship Employer Mentoring Guide

Apprenticeship Employer Mentoring Guide Apprenticeship Employer Mentoring Guide YP Training s Apprenticeship programme Mentor Guidance Thank you for agreeing to mentor an apprentice! We believe in supporting an apprenticeship scheme that provides

More information

Damers First School Teaching & Learning Policy

Damers First School Teaching & Learning Policy Damers First School Teaching & Learning Policy DAMERS FIRST SCHOOL HAPPY CHILDREN & HIGH QUALITY OHANA! In our family NO ONE GETS LEFT BEHIND Because we believe CHILDREN ARE OUR FUTURE. TEACH THEM WELL

More information

The Way Ahead for Aboriginal People (TWAAP) Mentoring Program. Program Guidelines. Aboriginal Includes Torres Strait Islanders

The Way Ahead for Aboriginal People (TWAAP) Mentoring Program. Program Guidelines. Aboriginal Includes Torres Strait Islanders 1 The Way Ahead for Aboriginal People (TWAAP) Mentoring Program Program Guidelines Aboriginal Includes Torres Strait Islanders 2 Table of Contents 1. Background... 3 2. The Way Ahead for Aboriginal People

More information

43.3 The Work Place Induction is completed by the Line Manager and covers the systems and work environment, including Health & Safety.

43.3 The Work Place Induction is completed by the Line Manager and covers the systems and work environment, including Health & Safety. CANTERBURY COLLEGE INDUCTION & MENTORING POLICY 43.1 All new employees to the College will have an individual induction. Induction training is seen as a vital element of staff development, its aim is to

More information

Physics Mentorship Program. Mentor Handbook

Physics Mentorship Program. Mentor Handbook Physics Mentorship Program Mentor Handbook 2015-16 Welcome It is a pleasure to welcome you to the Physics Mentorship Program. As a mentor, you will have the opportunity to get acquainted with an undergraduate

More information

Mentoring. A Guide for Mentors in the Women s Leadership Initiative

Mentoring. A Guide for Mentors in the Women s Leadership Initiative Mentoring A Guide for Mentors in the Mentoring Mentoring: A Cornerstone of the The mission of the (WLI) is to educate, inspire, and empower the next generation of female leaders with the core values, attitudes

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines Human Resources Organisational Development Training and Diversity Mentoring Guidelines 1 Contents What is Mentoring? 3 When to use Mentoring 3 What is a Mentor? 4 Why Mentoring? 4 Support for Mentors 5

More information

Professional Development Helping you go further. Frequently Asked Questions. Unsure of which category you fall into?

Professional Development Helping you go further. Frequently Asked Questions. Unsure of which category you fall into? Professional Development Helping you go further Frequently Asked Questions Unsure of which category you fall into? The IMarEST guides to IPD and CPD should provide all the information you need. If you

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Handbook for Manufacturing Mentors and PTE Mentees Developed by Northwest Intermountain Manufacturers Association & the University of Idaho

Handbook for Manufacturing Mentors and PTE Mentees Developed by Northwest Intermountain Manufacturers Association & the University of Idaho Handbook for Manufacturing Mentors and PTE Mentees Developed by Northwest Intermountain Manufacturers Association & the University of Idaho This handbook is designed for manufacturers who volunteer to

More information

Mentorship Program Information Package

Mentorship Program Information Package Mentorship Program Information Package Page 1 of 14 Table of Contents Introduction... 3 Mentor Role and Responsibilities... 4 Member Roles and Responsibilities... 6 Learning Plan Development, Implementation

More information

Working Document: Higher Education Mentorship Program for Public Transportation

Working Document: Higher Education Mentorship Program for Public Transportation Working Document: Higher Education Mentorship Program for Public Transportation Jill Hough, Ph.D. Small Urban & Rural Transit Center Jill.hough@ndsu.edu 701-231-8082 www.surtc.org January 2013 NOTE: This

More information

Guidelines for. coordinators FUTURE HARVEST CENTERS MENTORING PROGRAM. Supported by the Gender & Diversity Program of the CGIAR System

Guidelines for. coordinators FUTURE HARVEST CENTERS MENTORING PROGRAM. Supported by the Gender & Diversity Program of the CGIAR System Guidelines for coordinators FUTURE HARVEST CENTERS MENTORING PROGRAM Supported by the Gender & Diversity Program of the CGIAR System Table of Contents Expectations 1 Coordinating Mentoring within Your

More information

APEGBC s Mentoring Program GUIDELINE

APEGBC s Mentoring Program GUIDELINE APEGBC s Mentoring Program GUIDELINE Table of Contents 1 Definitions 3 2 Introduction 4 2.1 What is Mentoring? 5 2.2 Purpose of the Mentoring Program 5 2.3 Value of the Mentoring Program 5 3 Effective

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Financial Services Administrator

Financial Services Administrator Assessment plan: Financial Services Administrator (Adviser firm or Network) 1. Introduction and Overview This is an apprenticeship, designed as an entry level role into the financial / mortgage advice

More information