IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION"

Transcription

1 IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION Stuart Karasik, Ph.D. Training Program Manager City of San Diego Public Utilities Department 5510 Kiowa Drive La Mesa, CA ABSTRACT Over the past years, it has become more evident that utilities will be facing significant challenges in the future recruiting new employees to replace those members of the baby boomer generation who will be retiring. With increased technical requirements and a decreasing employment pool, developing employees from within to promote to newly vacant positions has become one reasonable solution. In other industries, Mentorship Programs have been shown to increase the success of the internal promotion process. KEY WORDS Mentorship, career development, succession planning, organizational development. INTRODUCTION The idea of creating a formalized mentorship program within an organization has been attempted many times in many different industries. Frequently, due to the lack of understanding of what a mentorship program is and what is required to succeed, many programs fail to meet their stated objectives. This manuscript will identify the steps that need to be taken to successfully create and implement a formalized mentorship program. Points that will be discussed include: an overview of the program; advantages of a successful program; how to match mentors and protégés; timelines and key events; program content; lessons learned from other successful programs; and guidelines for the successful internalization of a mentorship program in your organization. METHODOLOGY Why a Mentorship Program? Mentorship programs have shown to be one solution to many of the current Workforce Issues. According to the Center for Creative Leadership, 77% of respondents from U.S. companies that have implemented mentorship and formal coaching programs have improved their retention and performance metrics. 14

2 What is a Mentorship Program? Mentorship programs are designed to develop formal relationships between employees within an organization in which one employee acquires practical knowledge and experience from another employee. The transfer may occur through formal and informal feedback, guidance, support and counseling in addition to individual group activities and projects, research and formal presentations. Mentorship programs are also a means to effect positive changes to corporate cultures. Many utilities are seen as having formal, inflexible, unchanging cultures in which information is guarded and not shared. Employees must promote and learn the hard way by trial and error. Successful Mentorship programs force corporate cultures to change to a more open, collegial one. Advantages of a Mentorship Program The most critical advantage of a successful Mentorship program is that it assists the organization in developing a viable pool of future job candidates and leaders. This volunteer breeding ground of Mentors and Protégés allows the organization to select the most knowledgeable, skilled and most ready for future employee vacancies, from staff through executive levels. In the process of goal setting, Mentors and Protégés tangible job opportunities can be explored and future candidates identified and groomed. This process has the added benefit of increasing job satisfaction and retention in the workforce. When employees identify promotional pathways within an organization and employees are assisted in following those pathways, highly motivated and qualified employees tend to remain and promote, rather than leave and promote elsewhere. This steady, repeated growth and commitment from Mentors and Protégés benefits everyone involved. The process of providing employees with measurable outcomes and goals within the organization, establishes a systemic, cyclical commitment from employees to remain with the organization long term. This process also increases and formalizes the professional networking opportunities within an organization for both new and senior tenured employees. It also allows Mentors to leave a legacy to the organization. Research has shown that organizations with successful Mentor Programs have a higher overall value within their professional communities. These programs demonstrate organizational enhancements within the professional and local communities as a whole. What is a Mentor? A mentor is someone who provides guided autonomy to another employee. He encourages the protégé to develop their own goals, ideas, hopes, and aspirations. In doing so, he assists the protégé in going outside of their comfort zone, in identifying professional issues, opportunities and barriers. The mentor provides varied learning opportunities to the protégé while gaining valuable formal and informal teaching experience to the protégé. 15

3 Employees become mentors in order to increase the level of their own personal development and organizational commitment. Being a mentor gives one renews confidence in their own professional knowledge, skills and abilities. By helping others reach their professional goals, mentors understand that they can in fact reach goals they have set for themselves. Mentors also realize that they can participate in a program that will allow them to leave a positive legacy in the organization. What is a Protégé? A Protégé is someone who may or may not be new to the organization. He is someone who is willing and able to be guided by his mentor in a formal process where he will be required to identify and achieve specific goals. He is open to learning from the Mentor the successes and challenges associated with being a productive employee within the organization. He learns how to trust the Mentor/Protégé relationship so that personal and professional accomplishments and failures can freely and openly be discussed. He receives encouragement and support in a nonthreatening, professional environment. Employees become Protégé s so that they can receive encourage and support within the organizational structure. They want to acquire knowledge and professional skills. They seek encouragement from other professionals in the organization who they may not normally interact with. They also are interested in learning organizational; and industry best practices. Finally, Protégés have used these programs to explore and attain opportunities for career and personal development. Competencies of a Mentor and a Protégé In reviewing the results of past mentors programs, one of the most common reasons for failure was the lack of understanding of the need for specific mentor and Protégé competencies. Recruitment of potential mentors and protégé s cannot just be a broad advertisement and request for volunteers. Mentors must be willing and able to invest time in the process. A minimum of four to six hours per month must be set aside to prepare for meetings, meet with protégé s and research and follow up on questions that the protégé identifies as critical to their attaining their goals. Mentors must be willing to be open and accessible. They must freely and truthfully share personal and professional resources and experience. Mentors must be able to communicate, verbally and non-verbally. They must practice tolerance in their communication with their Protégé s. Not being frustrated with silly questions or unrealistic goals is a necessary attribute. They must openly encourage the exploration of new thoughts, ideas and options. Besides the ability to speak, mentors must also be able to listen carefully. Preaching and lecturing should not be used as the primary method of interaction. Finally, and most importantly, they must be willing to openly confront negative intentions and behaviors. 16

4 Protégés must be able to set a small number of SMART (Specific, Measurable, Attainable, Realistic, Timely) goals. Once these goals are agreed upon, the must also be willing to follow through on them to completion. Protégés who are not able work towards these goals, modify the goals, and attain the goals, should not be included in the program. Just as mentors, protégés must be able to express their feelings, emotions and discuss any dilemmas openly and freely. They must be receptive to feedback and open to extensive self and peer examination. Most importantly, they must be willing and able to demonstrate the courage to try new behaviors that are critical to the attainment of their SMART Goals. Matching Mentors and Protégés As with the qualifications of mentors and protégés, in order for a program to be successful, there must be structure guidelines for establishing Mentor/Protégé Pairs. The first requirement is that Mentors and protégés should be peers. A peer is loosely defined, with the major stipulation that there should not be a direct supervisor/employee relationship between the two. There may be a varying and/or overlapping level of education between the members of the pair group. Levels of experience and areas of experience should also vary. The pair should be created based on the requested growth of areas of each. This may frequently require the pair to be from different parts of the organization. For example, a mentor may come from an operating division, while the Protégé would work in the support division. Both members of the pair must have the time and ability to respond positively to challenges that may arise during the program, i.e. frustrations identifying or meeting Goals, lack of direction or commitment, lack of support by other supervisors, etc. They may not have a lot in common either professionally or personally, except for the strong desire to grow and learn by working closely with others. Both mentors and protégés must complete questionnaires identifying their education, experience, growth needs and goals. Mentors and protégés must understand that they must communicate early in the process, preferably beginning with the Matching Event, and often throughout the program. They must mutually agree to program commitments. Each must individually agree that the role they chose is the correct one since the responsibilities and growth opportunities of the mentor and the Protégé are substantially different. Most critically, both mentors and protégés must understand that this is a relationship based mutually agreed upon goals and actions. The mentor is not a job coach or tutor. Neither individual is a clinically psychologist or counselor. Program Timelines This Mentorship Program has been designed to be approximately five months in duration, but planning activities add an additional five months to the program length. The following are timeline periods of importance. 17

5 During the November-January of the year preceding the program, the organization should identify a staff person who will have overall responsibility for the program. This Mentorship Coordinator would then form Steering Committee of five to eight other staff members. The Coordinator would establish Steering Committee guidelines, schedules and roles and responsibilities. The Coordinator should create job descriptions for key positions that Steering Committee must fill. The positions include Lead Mentors, who serve as a resource for three to five mentors. These individuals ensure that Mentor/Protégé pairs meet at times they have agreed upon themselves, are on track for their activities. They must also be available to resolve any conflicts that may arise. A Recruitment Coordinator who is responsible for recruiting and developing the selection questionnaire for the Matching Event. This position also creates the Mentorship Program Orientation presentation. An Events Coordinator is responsible for developing content for the Matching Event, Summer Meetings and Graduation. A Marketing Coordinator is an optional position and is responsible for disseminating information about the program after the Matching Event. During the February-April period, the Steering Committee focuses on training Steering Committee members to present the Mentorship Orientation Program to employees. The program should be offered often at rotating times and locations to be sure that all employees have an opportunity to attend. Participation in this program is tracked and employees interest in becoming mentors or Protégés is followed up by the Steering Committee. Employees with specific skills and or potential may be recruited as either mentors or protégés may through personal marketing and networking The Events Coordinator begins the planning for the Matching Event. They create an agenda, focusing on an Icebreaker where all participants get to know each other, the Matching Event and a formal training session explaining the goals of the program, requirements of each participant, timelines and the level of commitment that is required for success. A Matching Preparation Questionnaire is also developed to assist the mentors and protégés successfully request matches. Interest questionnaires are developed and distributed at the Mentorship Orientation Programs. Once returned they are compiled by the Events Coordinator and distributed to each Matching Event participant. The Matching Preparation Questionnaire is also distributed at this time. The Matching Event is held in mid-may. At the conclusion of the Matching Event, Steering Committee Members collect the Matching preferences and formally announce the Mentor/Protégé Pairs. Once the Pairs are announced, mentors and protégés are encouraged to formally schedule their first meeting within two weeks. The June October period is the Summer Meeting time. During this time frame, the Mentors/Protégé pairs are encouraged to meet a minimum of once per month to establish SMART goals and assess progress towards attainment of these goals. 18

6 The Steering Committee also schedules two formal, mandatory meetings for all mentors and protégés. During these meetings there is round table networking among all mentors, protégés and Steering Committee members. This affords the participants an opportunity to interact with other program participants who may be of assistance with goal setting and achievement. Formal report outs are planned during these meetings Mentor/Protégé pairs are asked to formally report out to the group (recommended five minute information presentations) on goal progress, impediments, and resources. October is Graduation Month. The Graduation is a formal event that allows each member of the pair to celebrate their individual successes and relate them to the program. Organization Executive Manager is encouraged to attend and participate. Alumni and other resource staff are also invited. During the graduation program each pair individually addresses the entire group to share their feelings about the program. Lead Mentors are also encouraged to present their personal observations about the Pair. Finally, mentors and protégés are told that they will be receiving an in-depth program evaluation document that should be returned to the Steering Committee. Recommendations from these evaluations are incorporated into the next program cycle. Bringing the Program into Your Organization Review your organization s Strategic Business Plan to see if there is a fit. If so, ensure complete alignment. Share the goals of the program with Executive Management and provide details on the benefits, commitments and content of the program. Identify the positive benefits of increased job satisfaction, retention, career pathing and succession planning and retention planning. Lessons Learned From past experience, there are many valuable lessons that have been learned. Incorporation of suggestions from these past events has improved the quality of future programs. Size of an organization has a positive and negative impact on this program. Large and small organizations have different needs and constraints that must be considered prior to adoption of this program. Employees must be encouraged to be mentors to others outside of their work groups, just as Protégés must ask for mentors outside of their work groups. Planning is critical to the success of this program, as with any large OD action. The critical point is the Matching Event. If the matching is not planned and made with much diligence, the program may not succeed. A Mentorship Program is a very challenging, yet fulfilling program. I encourage all organizations to develop one that meets their own needs. 19

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016

University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 Program Guidelines This document is designed to be a reference guide, containing information that you will need throughout

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

Board Leadership Development Strategy- Feb 2012

Board Leadership Development Strategy- Feb 2012 Board Leadership Development Strategy- Feb 2012 Superior-Greenstone District School Board believes both leadership and excellence are important at all levels within the organization and contributes to

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

UCSF Human Resources. Strategic Development of Internal Leaders Resource Guide & Tool Kit

UCSF Human Resources. Strategic Development of Internal Leaders Resource Guide & Tool Kit UCSF Human Resources Strategic Development of Internal Leaders Resource Guide & Tool Kit January 2013 January 2013 Strategic Development of Internal Leaders Strategic Development In order to advance UCSF's

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

Ref: (a) OPNAVINST 1306.2G (b) CNO WASHINGTON DC 140017Z FEB 08 (NAVADMIN 043/08)

Ref: (a) OPNAVINST 1306.2G (b) CNO WASHINGTON DC 140017Z FEB 08 (NAVADMIN 043/08) DEPARTMENT OF THE NAVY BUREAU OF MEDICINE AND SURGERY 7700 ARLINGTON BOULEVARD FALLS CHURCH, VA 22042 IN REPLY REFER TO BUMEDINST 5300.1A BUMED-M09B BUMED INSTRUCTION 5300.1A From: Chief, Bureau of Medicine

More information

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013 Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper July 1, 2013 Alicia Schoshinski, Senior Human Resources Consultant, Nonprofit HR WE HELP YOU GROW. Contents:

More information

Succession Planning and Career Development

Succession Planning and Career Development Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table

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

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

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

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE SUCCESSION PLANNING 15 TH SACCA CONFERENCE LESOTHO 29 31 OCT. 2014 OUTLINE What is Succession Planning? Why is succession planning important? Benefits of Succession Planning Why Succession Planning for

More information

The Ohio Resident Educator Program Standards Planning Tool. 1 9-1-11 Final

The Ohio Resident Educator Program Standards Planning Tool. 1 9-1-11 Final The Ohio Resident Educator Program Standards Planning Tool 1 The Resident Educator Program Standards Planning Tool The Resident Educator Program Standards Planning Tool is intended to assist district/schools

More information

HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM

HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM A Framework for a Successful Mentoring Program It is often said that the most important work of a manager is the development of his or her employees. In addition

More information

Writing a Development Plan A GUIDE FOR EMPLOYEES

Writing a Development Plan A GUIDE FOR EMPLOYEES Writing a Development Plan A GUIDE FOR EMPLOYEES Development Planning Career development and development planning are employee-directed activities. Employees are responsible for creating and implementing

More information

SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership

SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership 1 SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09 DEPARTMENT: CURRICULUM: COURSE TITLE: Supervision & Management (SMG) Supervision and Management Executive

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

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP INSPIRING LEADERSHIP Who Should Enroll The Inspiring Leadership Program is designed for: New supervisors, managers,

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Q: What is Executive Coaching? Q: What happens in an executive coaching session? Q: How does Executive Coaching Take Place?

Q: What is Executive Coaching? Q: What happens in an executive coaching session? Q: How does Executive Coaching Take Place? Executive Coaching Information Sheet The following are typical questions people have about Executive Coaching. The answers provided reflect Excelerate s approach, beliefs and experiences as a tenured coaching

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

Individualized Program Statement Sample Passages

Individualized Program Statement Sample Passages Individualized Program Statement Sample Passages Background After working as a graphic designer for four years, I decided I needed a new direction. I missed the direct connection and satisfaction of working

More information

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE A DEPARTMENT OF THE NAVY HANDBOOK Published in 2012 Deputy Assistant Secretary of the Navy (Civilian Human Resources) and the Executive Diversity Advisory

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

Mentor s Guide. Mentorship Program Northern Kentucky University

Mentor s Guide. Mentorship Program Northern Kentucky University 2012 Mentor s Guide Mentorship Program Northern Kentucky University NKU Haile/U.S. Bank College of Business MBA MENTORSHIP Program: Mentor s Guide Reasons for Mentor participation and Guidelines About

More information

FPA of San Diego P.O. Box San Diego, CA Mentoring Guidelines. Prepared by the Mentoring Committee

FPA of San Diego P.O. Box San Diego, CA Mentoring Guidelines. Prepared by the Mentoring Committee FPA of San Diego P.O. Box 880936 San Diego, CA 92168 Mentoring Guidelines Prepared by the Mentoring Committee 2015 1 Table of Contents I. Overview page 3 II. Introduction.... page 3 III. Mentor Selection...page

More information

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT

SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

PERFORMANCE MANAGEMENT Planning & Goal Setting

PERFORMANCE MANAGEMENT Planning & Goal Setting PERFORMANCE MANAGEMENT Planning & Goal Setting To whom much is given, much is expected. Leadership Development Series Summer 2011 Areas We Will Cover Today 1. Discuss our collective lessons and learnings

More information

Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool

Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool Michael E. Shultz Assistant Administrator Director Of Loss Control & Training Michigan County Road Commission Self-Insurance Pool M.C.R.C.S.I.P The Mission of the Michigan County Road Commission Self-Insurance

More information

LEADERSHIP COMPETENCIES

LEADERSHIP COMPETENCIES THINKING AND ACTING STRATEGICALLY Thinking conceptually about the big picture and in which direction the organization is/should be headed, developing long-term plans to achieve the desired outcomes and

More information

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014 The partnership The Leadership & Organizational Development Consortium (LODC) consists

More information

SUCCESSION PLANNING GUIDEBOOK

SUCCESSION PLANNING GUIDEBOOK SUCCESSION PLANNING GUIDEBOOK TABLE OF CONTENTS How to use this Guidebook 1 What is succession planning? 2 What succession planning is not 3 Why is succession planning important? 4 Succession planning

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007 Planning Toolkit By the IT Succession and Workforce Planning Committee May 22, 2007 Toolkit contents Welcome Letter 1 Frequently Asked Questions 3 Appendices Appendix A Template Succession Management

More information

Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions

Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Laying the Groundwork for Successful Coaching Efforts

Laying the Groundwork for Successful Coaching Efforts B e t h e t e a m o f c h o i c e f o r e d u c a t i o n, d i s c o v e r y a n d h e a l t h c a r e. Laying the Groundwork for Successful Coaching Efforts This guide provides a framework around developing

More information

LSBU Leadership Development Strategy

LSBU Leadership Development Strategy LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

carthage student-alumni mentoring program handbook Enable potential.

carthage student-alumni mentoring program handbook Enable potential. carthage student-alumni mentoring program handbook Enable potential. 1 Carthage Student-Alumni Mentoring Program Handbook Thank you alumni participants! On behalf of the Carthage Alumni Office, we 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

Performance Management

Performance Management Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?

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

General Employee Competency Model

General Employee Competency Model General Employee Competency Model INTERPERSONAL SKILLS 1. Building Positive Working Relationships 2. Building Trust 3. Communication Skills COLLABORATION SKILLS 4. Working Together as a Team 5. Customer

More information

Mentorship in Informatics & Health Information Technology (HIT):

Mentorship in Informatics & Health Information Technology (HIT): Mentorship in Informatics & Health Information Technology (HIT): Preparing the Next Generation Caterina Lasome, PhD, MBA, MSN, RN, CPHIMS President & CEO, ion Informatics, LLC Co-Chair, HIMSS NCA Student

More information

San Diego Organization of Healthcare Leaders Mentoring Program Guide for Mentors. Table of Contents

San Diego Organization of Healthcare Leaders Mentoring Program Guide for Mentors. Table of Contents San Diego Organization of Healthcare Leaders Mentoring Program Guide for Mentors Table of Contents 1) Acknowledgements 2) Program Description 3) What is a Mentor 4) Roles/Benefits/Pitfalls a) Roles and

More information

Leadership Certificate Program. Sample Personal Development Plan. May 1 st, 2013

Leadership Certificate Program. Sample Personal Development Plan. May 1 st, 2013 Leadership Certificate Program Sample Personal Development Plan May 1 st, 2013 Personal Mission Statement When I reflect on my definition of leadership, I realize that leadership is a complex concept that

More information

Coaching and Positive Feedback. Collaborative and Creative Problem-Solving. Communication in the Workplace

Coaching and Positive Feedback. Collaborative and Creative Problem-Solving. Communication in the Workplace Coaching and Positive Feedback Focus on developing employees by unlocking their potential and enhancing their job performance. Provide perspectives and encouragement while concurrently setting high standards

More information

Succession Planning and Career Development

Succession Planning and Career Development Succession Planning and Career Development Emergency Medicine Association of Residency Coordinators This information was obtained from: International Association of Administrative Professionals http://community.iaap-hq.org/home

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

Talent Management Self-Assessment

Talent Management Self-Assessment Thank you for your interest in assessing your organization s talent management program. Over the last decade many important steps have been taken to advance the fund development profession and the donor

More information

Administrative Instruction

Administrative Instruction Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff

More information

2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name:

2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name: 2016 Annual Performance Review Leadership Form Employee Name: Employee ID: Job Title: Supervisor Name: Last Appraisal Date: Department: Evaluation Type: Annual Other RATING SCALE: Outstanding Consistently

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

TACTICAL PROFILE LOCAL GOVERNMENT LEADER. November 2014

TACTICAL PROFILE LOCAL GOVERNMENT LEADER. November 2014 1 TACTICAL LOCAL GOVERNMENT LEADER PROFILE November 2014 2 BACKGROUND The success of communities in today s complex world requires professionals who understand and excel in leadership. To guide the development

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

NCWIT Mentoring-in-a-Box: Technical Women at Work Mentoring Basics - A Mentor s Guide to Success

NCWIT Mentoring-in-a-Box: Technical Women at Work Mentoring Basics - A Mentor s Guide to Success NCWIT Mentoring-in-a-Box: Technical Women at Work Mentoring Basics - A to Success Prepare for mentoring by learning more about mentoring and the qualities and activities of a mentor. Learn why technical

More information

NESSE Network of Early-career Scientists & Engineers Mentorship Program Tips

NESSE Network of Early-career Scientists & Engineers Mentorship Program Tips The key goal of the NESSE mentorship program is to connect early-career scientists and engineers interested in the field of green science and sustainability with peers or professionals worldwide for support

More information

Erica Salinas and Danielle Metzinger Statewide Workforce Planning and Recruitment

Erica Salinas and Danielle Metzinger Statewide Workforce Planning and Recruitment Mentorship: A Key to Effective Succession Planning Erica Salinas and Danielle Metzinger Statewide Workforce Planning and Recruitment Training Objectives Define mentorship and its benefits Explain how mentorship

More information

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants

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

DIRECTOR AT LARGE Position Description (Revised February 2015)

DIRECTOR AT LARGE Position Description (Revised February 2015) DIRECTOR AT LARGE Position Description (Revised February 2015) The Director At Large (DAL): 1. Actively promotes and articulates the Mission and Vision of APSNA. 2. Reviews, revises and assists in the

More information

HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES

HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES HOW TO RETAIN HIGH-PERFORMANCE EMPLOYEES Beverly Kaye and Sharon Jordan-Evans Abstract: Keeping high-performing employees has become a top priority for today s organizations. A two-year study by the authors

More information

Team working. & Interpersonal Skills. Overview

Team working. & Interpersonal Skills. Overview Team working & Interpersonal Skills Overview COMMUNICATION SKILLS, INTERPERSONAL RELATIONS AND TEAM BUILDING 1 The workforce is continuously facing challenges from pressure of workload, working with groups/teams/stakeholders

More information

Safety Through Knowledge

Safety Through Knowledge NUREG/BR-0332 JANUARY 2007 UNITED STATES NUCLEAR REGULATORY COMMISSION Protecting People and the Environment NUREG/BR-0164, February 2007 Rev. 5 Training NRC Regulator and Development of Strategic Nuclear

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

GUIDE FOR MENTORING RELATIONSHIPS

GUIDE FOR MENTORING RELATIONSHIPS GUIDE FOR MENTORING RELATIONSHIPS GETTING OFF TO A GREAT START: DISCUSSION TOPICS AND ACTIVITIES DEVELOPED BY THE SHANNON GROUP 2012 FOR THE: TABLE OF CONTENTS PAGE The Role of Mentor 3 The Role of Mentee

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

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

DEFINITION OF MENTORSHIP

DEFINITION OF MENTORSHIP 1 College of Nursing Mentorship Program The College of Nursing is committed to the career development of members of the faculty. To this end, the College provides mentorship for members of the faculty

More information

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT These performance management guidelines are designed to help you manage, develop, and evaluate your staff and to help them plan, track, and evaluate their own work. The process gives

More information

A Human Resource Capacity Tool for First Nations // planning for treaty

A Human Resource Capacity Tool for First Nations // planning for treaty A Human Resource Capacity Tool for First Nations // planning for treaty table of contents Introduction //...3 Tools //... 9 HR Planning Timeline... 9 Stage 1 Where are we now?...11 Stage 2 Where do we

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

A MODEL FOR COMMUNITY-BASED YOUTH LEADERSHIP DEVELOPMENT

A MODEL FOR COMMUNITY-BASED YOUTH LEADERSHIP DEVELOPMENT A MODEL FOR COMMUNITY-BASED YOUTH LEADERSHIP DEVELOPMENT Program Purpose and Goals Susan Doherty Effective Communities Project The purpose of this model program is to develop the knowledge, skills, and

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

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

Mark Angott Angott Search Group

Mark Angott Angott Search Group Mark Angott Angott Search Group 1. Define Succession Planning 2. What are the key steps of Succession Planning? 3. How to implement a plan at your organization & tools that you can take with you 4. What

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

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

For more information about the University of Minnesota Mentor Connection visit:

For more information about the University of Minnesota Mentor Connection visit: Mentoring Program Handbook For more information about the University of Minnesota Mentor Connection visit: www.minnesotaalumni.org/mentor WELCOME Thank you for participating in the Mentor Connection, a

More information

Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG

Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership

More information

Creating a Successful Peer-Mentoring Program

Creating a Successful Peer-Mentoring Program Creating a Successful Peer-Mentoring Program Every college or university s peer-mentoring program is unique so that it can best meet the needs of the particular mix of students on campus. However, there

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

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

community within Head Start that supports continual training and development. The committee highlighted the following principles:

community within Head Start that supports continual training and development. The committee highlighted the following principles: Ongoing Staff Training and Development Including Head Start's Family Service Worker Training and Credentialing Initiative Jennifer Pecot, Family & Community Partnership Specialist Staff development is

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

RECRUITMENT AND ORIENTATION (STAFF)

RECRUITMENT AND ORIENTATION (STAFF) RECRUITMENT AND ORIENTATION (STAFF) INTRODUCTION Mater Dei is committed to recruiting staff in a manner that meets current industrial relations and equal opportunities principles. The organisation ensures

More information

Across the United States, Americans

Across the United States, Americans PARISH NURSING: A SYSTEM APPROACH Suggestions for Planning and Implementing Parish Partnerships BY LOIS J. COLDEWEY, RN \ Ms. {'oldnvcy is director, Parish Nurse Program, Resurrection Health Care Corporation,

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

2011-2012 NSBE Professional Collegiate Initiative Mentoring Toolkit Updated August 8, 2011

2011-2012 NSBE Professional Collegiate Initiative Mentoring Toolkit Updated August 8, 2011 National Society of Black Engineers 2011-2012 NSBE Professional Collegiate Initiative Mentoring Toolkit Updated August 8, 2011 Bianca Brown National Alumni Collegiate Initiative Chairperson National Society

More information

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9 State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.

More information

The Talent Management Life Cycle Process

The Talent Management Life Cycle Process The Talent Management Life Cycle Process Organizational Plan Recruiting Plan Development Plan Retention Plan Assessment Plan The Talent Management Life Cycle Process Every organization struggles with the

More information