Mentor Program Guidelines

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

MENTORING GUIDE MENTORS. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentors

MENTORING GUIDE MENTORS. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentors MENTORING GUIDE for MENTORS BY TRIPLE CREEK ASSOCIATES, INC. www.3creek.com 800-268-4422 Mentoring Guide for Mentors 2002 1 Table of Contents What Is Mentoring?... 3 Who Is Involved?... 3 Why Should People

More information

CONTENTS. CINZ 2016 Mentorship Programme Manual Page 1

CONTENTS. CINZ 2016 Mentorship Programme Manual Page 1 CONTENTS 1. Background pg. 2 2. Programme Benefits pg. 3 3. Definitions pg. 4 4. Roles and Responsibilities pg. 5 5. Principles of Mentoring pg. 8 6. Guidelines pg. 9 6.1 Scope of Programme 6.2 Programme

More information

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

GISCI Mentoring Guide This guide is designed to help mentors and mentees maximize the benefits of their mentoring relationship.

GISCI Mentoring Guide This guide is designed to help mentors and mentees maximize the benefits of their mentoring relationship. GISCI Mentoring Guide This guide is designed to help mentors and mentees maximize the benefits of their mentoring relationship. How to Select a Mentor: Step 1: The mentee visits www.gisci.org Step 2: The

More information

Guidelines for the Mentoring of Continuing Staff (other than those on Probation)

Guidelines for the Mentoring of Continuing Staff (other than those on Probation) Guidelines for the Mentoring of Continuing Staff (other than those on Probation) 1. Introduction Established staff may have career development concerns or other issues which they would like to address

More information

IRSE Mentoring Scheme

IRSE Mentoring Scheme Issue 1 - May 2015 1. SCHEME PURPOSE 1.1. The IRSE Mentoring Scheme exists to assist IRSE members ( Mentees ) to develop their professional competence, achieve their learning objectives and develop their

More information

BEL CAREER MENTORING PROGRAM Mentee Handbook

BEL CAREER MENTORING PROGRAM Mentee Handbook BEL CAREER MENTORING PROGRAM Mentee Handbook BEL CAREER MENTORING PROGRAM Offering you the opportunity to network, connect and engage one-on-one with a respected and successful industry professional. Mentoring

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

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

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

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

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

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

mentoring Being a mentee 2014 Learning and Development Centre 1

mentoring Being a mentee 2014 Learning and Development Centre 1 Being a mentee how to get the most from mentoring Learning and Development Centre 1 Contents Subject Page What is mentoring? 3 The role of the mentee and mentor 4 Focus of mentoring 5 Finding a mentor

More information

Coaching Framework. 1 P a g e

Coaching Framework. 1 P a g e Coaching Framework Context 1. The University s Leadership Attributes set out a clear intention to build and strengthen a culture which uses a coaching approach to leadership and management. The aim is

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

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

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

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

MRS Mentoring Scheme

MRS Mentoring Scheme MRS Mentoring Scheme Mentor Handbook Effective from 2016 www.mrs.org.uk/mentoring With members in more than 50 countries, MRS is the world s leading authority on research and business intelligence. MRS

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 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

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

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

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

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

Share. Learn. Grow. Mentor.

Share. Learn. Grow. Mentor. Share. Learn. Grow. Mentor. A How-to Guide From the AICPA Women s Initiatives Executive Committee 1 How-to Guide: Share. Learn. Grow. Mentor. Table of Contents Introduction: Mentor vs. Coach vs. Sponsor...2

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

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

Mentoring Guide. Table of Contents

Mentoring Guide. Table of Contents Most successful people can point to one or more people that have been particularly important to their growth and development. These people are mentors. Mentors can serve many purposes. Sometimes they will

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

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

Before you begin. Topic 1: Create learning opportunities 1

Before you begin. Topic 1: Create learning opportunities 1 Contents Before you begin vii Topic 1: Create learning opportunities 1 1A Identify potential formal and informal learning opportunities 2 1B Identify learning needs of individuals in relation to the needs

More information

FIRM. inmotion. A PCPS e-toolkit: Mentoring Guide

FIRM. inmotion. A PCPS e-toolkit: Mentoring Guide FIRM inmotion A PCPS e-toolkit: Mentoring Guide INTRODUCTION The purpose of the AICPA PCPS Mentoring Guide is to 1) offer guidance and tools to firms interested in implementing a mentoring program and

More information

Mentoring Handbook. A mentoring scheme to support staff

Mentoring Handbook. A mentoring scheme to support staff Mentoring Handbook A mentoring scheme to support staff Scotland s Rural College, SRUC, Leading the way in Agriculture and Rural Research, Education and Consulting Contents Foreword 3 Introduction 4 What

More information

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary PERFORMANCE EXCELLENCE CAPABILITY Dictionary Introduction The is to be used in the preparation of Position Descriptions at the University, to identify the capabilities and the associated behaviours required

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

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

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

Handbook for the National Mentor Program Law Students with Disabilities

Handbook for the National Mentor Program Law Students with Disabilities Handbook for the National Mentor Program Law Students with Disabilities Last updated January 2015 I. What Is Mentoring? Mentoring is a collaborative relationship in which a more experienced person shares

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

Mentor Expression of Interest. From 1 January

Mentor Expression of Interest. From 1 January Mentor Expression of Interest From 1 January 2017 www.travelindustrymentor.com.au Overview of Travel Industry Mentor Experience TIME The purpose and vision of TIME is: "To provide knowledge, guidance and

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

Accounting Scholars Program Mentoring Handbook

Accounting Scholars Program Mentoring Handbook Accounting Scholars Program Mentoring Handbook Mission The mission of the Accounting Scholars Mentor Program (ASMP) is to develop the academic, leadership, and professional skills of Accounting Scholars

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

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

Guidance for dealing with Staff Performance

Guidance for dealing with Staff Performance Guidance for dealing with Staff Performance Introduction The Quality through People project, which reported to Directorate in 2010, identified a number of recommendations in terms of staff processes. The

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

Support your colleagues. February 2011 MENTOR S GUIDE

Support your colleagues. February 2011 MENTOR S GUIDE Support your colleagues February 2011 MENTOR S GUIDE TABLE OF CONTENTS Part 1 What is mentoring?... 3 TABLE A Key elements of mentoring... 3 Part 2 Origin and objectives of the mentoring program... 4 TABLE

More information

Mentoring Program Guidelines

Mentoring Program Guidelines Mentoring Program Guidelines for Mentees and Mentors March 2015 Proudly supported by Young Planners Mentoring Program Guidelines p. ii Table of Contents 1. Introduction... 1 2. Program Purpose... 1 3.

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

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

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

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

Peer Review Frequently Asked Questions (FAQs)

Peer Review Frequently Asked Questions (FAQs) Peer Review Frequently Asked Questions (FAQs) In this document we try to answer your questions about our peer review process. However, for a comprehensive overview of how we assess applications and the

More information

LEARNING AND DEVELOPMENT POLICY

LEARNING AND DEVELOPMENT POLICY POLICY STATEMENT LEARNING AND DEVELOPMENT POLICY 1. PHSO aims to be a high performing organisation with employees who strive for and achieve organisational excellence in individual and team performance.

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

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

Team Leaders, Managers and Specialists Work Book

Team Leaders, Managers and Specialists Work Book Performance Review and Development Social Policy Edition Team Leaders, Managers and Specialists Work Book For Team Leaders, Managers and Specialists required to register with: Scottish Social Service Council

More information

Mediation. 1. Introduction Page What is Mediation? Page Formal Grievance Procedure Page Roles and Responsibilities Page 3

Mediation. 1. Introduction Page What is Mediation? Page Formal Grievance Procedure Page Roles and Responsibilities Page 3 Mediation 1. Introduction Page 2 2. What is Mediation? Page 2 3. Formal Grievance Procedure Page 2 4. Roles and Responsibilities Page 3 The role of the Mediator Page 3 The Participants responsibilities

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

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

Human Resources. Workplace Mediation Policy

Human Resources. Workplace Mediation Policy Human Resources Workplace Mediation Policy January 2013 Table of Contents 1. Introduction... 2 2. Policy Aims... 2 3. Definition... 2 4. The University of Bradford Mediation Scheme... 3 5. During the mediation...

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

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

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

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 circles for Researchers: Information for mentors

Mentoring circles for Researchers: Information for mentors Who can be a mentor? Mentoring circles for Researchers: Information for mentors Any experienced researcher/academic can be a mentor. You should be happy to pass on experiences you have had and be interested

More information

Example. Example AO Ltd 19/10/2011. Page 1 of 9

Example. Example AO Ltd 19/10/2011. Page 1 of 9 Example AO Ltd 19/10/2011 Perspectives 360 provides a framework for assessing management skills. It is designed to provide you with feedback from the people who know you best: the people with whom you

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

National Occupational Standards. Coaching and Mentoring. Coaching and Mentoring National Occupational Standards Introduction 1

National Occupational Standards. Coaching and Mentoring. Coaching and Mentoring National Occupational Standards Introduction 1 National Occupational Standards Coaching and Mentoring 2012 Coaching and Mentoring National Occupational Standards Introduction 1 LSI CM00 Coaching and Mentoring National Occupational Standards Introduction

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: EMBA EXTERNAL RELATIONS MANAGER EMBA EXECUTIVE DIRECTOR Background The Executive MBA (EMBA) is a major teaching programme of Cambridge

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

Actuaries Institute Mentoring Program Page 1 of 8

Actuaries Institute Mentoring Program Page 1 of 8 Actuaries Institute Mentoring Program Page 1 of 8 In this Information Kit Program Purpose Target Market Benefits (for mentors, mentees and the Institute) Program Format and Delivery Model Orientation for

More information

Creating Successful Mentoring Relationships that Accelerate Learning

Creating Successful Mentoring Relationships that Accelerate Learning Creating Successful Mentoring Relationships that Accelerate Learning Kathie Sinor Talent Development Consultant ksinor@sbcglobal.net, 831 662-9008 Helen Gracon: Career Development Consultant hgracon@yahoo.com

More information

The Handbook. Getting Started. Before the meeting. At the meeting

The Handbook. Getting Started. Before the meeting. At the meeting The Handbook Getting Started Let s look at how you can make the best use of the time spent during your mentoring relationship, make a significant difference to the mentee s professional life and create

More information

human resource policy humanity neutrality independence

human resource policy humanity neutrality independence 01 human resource policy humanity neutrality independence IMPARTIALITY human resource policy 03 Introduction NRC s HR Policy sets the scope for those human resource decisions and initiatives which will

More information

IMPACT Program Handbook. Industrial Mentorship for Professional Advancement and Career Training

IMPACT Program Handbook. Industrial Mentorship for Professional Advancement and Career Training Program Handbook Industrial Mentorship for Professional Advancement and Career Training Table of Contents Welcome... 2 Program Mission... 3 Mentor Roles and Responsibilities... 4 Mentee Roles and Responsibilities...

More information

Women in STEM Education Institute Mentor Handbook 1

Women in STEM Education Institute Mentor Handbook 1 Welcome to the Women in STEM Education (WISE) Institute Mentoring program at Lone Star College-North Harris! The WISE Institute is funded by the U.S. Department of Education. This handbook provides an

More information

MENTORING GUIDELINES STELLENBOSCH UNIVERSITY HUMAN RESOURCES

MENTORING GUIDELINES STELLENBOSCH UNIVERSITY HUMAN RESOURCES MENTORING GUIDELINES STELLENBOSCH UNIVERSITY HUMAN RESOURCES CONTENTS 1. Introduction p3 2. Statement of purpose p3 3. How we define mentoring p4 4. Underpinning philosophy, values and principles p4 5.

More information

Mentoring Training Course Workbook

Mentoring Training Course Workbook Mentoring Training Course Workbook Facilitated by Michael Miles N.Dip.M PGCE FBAPT MCMI Managing Director of Elite Training European Limited 3 Parkers Place Martlesham Heath Ipswich IP5 3UX Telephone (01473)

More information

AIDA. Mentoring Framework

AIDA. Mentoring Framework AIDA Mentoring Framework Purpose This framework aims to provide and promote strategies that will guide organisations to develop and implement sustainable mentoring programs that support Aboriginal and

More information

Coop Academies Trust Performance Management (support staff) Issue 1. Performance Management Policy. Support Staff

Coop Academies Trust Performance Management (support staff) Issue 1. Performance Management Policy. Support Staff Performance Management Policy Support Staff Approved by the Trust Board on 08 December 2015 Implementation from December 2015 1 Performance Management Policy Support Staff Contents Page Number 1.0 Who

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

HRIA 2017 Mentorship Handbook

HRIA 2017 Mentorship Handbook HRIA 2017 Mentorship Handbook About the 2017 Program The HRIA Mentorship Program for 2017 will have two streams in order to enhance the experience for mentors and protégés alike. The mentoring relationships

More information

CONTENTS Page Number

CONTENTS Page Number PERFORMANCE MANAGEMENT POLICY & PROCEDURE FOR EMPLOYEES ON FIXED TERM CONTRACTS MANGAUNG MUNICIPALITY AUGUST 2002 CONTENTS Page Number Organisational Performance Management versus Individual Performance

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

1. HOW DO MENTORS AVOID TAKING THE LEAD AND STOP THEIR MENTEE PUSHING RESPONSIBILITIES AND TASKS ON TO THE MENTOR?

1. HOW DO MENTORS AVOID TAKING THE LEAD AND STOP THEIR MENTEE PUSHING RESPONSIBILITIES AND TASKS ON TO THE MENTOR? MENTORING PANEL EVENT QUESTIONS AND ANSWERS This note is from an event run where existing mentors were able to meet and discuss issues arising from their mentoring sessions, to share good practice and

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

CoBA Professional Mentor Program. Guidelines

CoBA Professional Mentor Program. Guidelines CoBA Professional Mentor Program Guidelines 2016-2017 1 The CSUSM College of Business Administration (CoBA) Professional Mentor Program The CoBA Dean s Office and Advisory Board oversee the Professional

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

Business Services Training

Business Services Training Business Services Training Unit of Competency Develop teams and individuals Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to implement an organisation's remuneration

More information

To recruit, develop and engage people who inspire society through the discovery, application and dissemination of knowledge.

To recruit, develop and engage people who inspire society through the discovery, application and dissemination of knowledge. University of Greenwich People Strategy: This document describes the University of Greenwich s People Strategy. It covers all staff, both academic and professional. In the context of this strategy the

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

Operations/ Departmental Manager Apprenticeship. Assessment Plan ST0385/AP01

Operations/ Departmental Manager Apprenticeship. Assessment Plan ST0385/AP01 ST0385/AP01 Operations/ Departmental Manager Apprenticeship Assessment Plan ST0385/AP01 Contents Introduction 1. Summary of Assessment 2. Assessment Overview 3. On-programme Assessment 4. Assessment Gateway

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

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

Learning & Leadership Development Center (LLDC) Course Offerings February through June 2016

Learning & Leadership Development Center (LLDC) Course Offerings February through June 2016 Learning & Leadership Development Center (LLDC) Course Offerings February through June 2016 This document provides a quick view of all the UCHR LLDC workshops available from February to June 2016. It provides

More information

360 feedback. Manager. Development Report. Anonymous 2. name: date:

360 feedback. Manager. Development Report. Anonymous 2. name:   date: 36 feedback Manager Development Report name: email: date: Anonymous Anonymous@example.com 8 December Introduction 36 feedback enables you to get a clear view of how others perceive the way you work. It

More information

Mentoring Toolkit 1.0

Mentoring Toolkit 1.0 American Chamber of Commerce Executives Mentoring Toolkit 1.0 Connecting peers for success at ACCE Table of Contents Introduction 3 Mentoring at ACCE 3 Types of Mentoring 3 Benefits of Mentoring 4 Time

More information