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

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1 Program Handbook Industrial Mentorship for Professional Advancement and Career Training

2 Table of Contents Welcome... 2 Program Mission... 3 Mentor Roles and Responsibilities... 4 Mentee Roles and Responsibilities... 5 Expectations... 6 Required and Suggested Activities... 7 Mentor Action Plan... 9 Wrap-Up Discussion Mentee Action Plan Mentee Learning & Development Plan Questions to Ask a Mentor What is Networking? Frequently Asked Questions

3 Welcome Thank you for participating in the University of California, Riverside, Bourns College of Engineering s IMPACT mentoring program. Webster s New World Dictionary defines mentor as a person looked upon for wise advice and guidance. A mentor can play many roles including coach, teacher, advocate, friend, cheerleader, and opener of doors. Though a mentor may be a role model, a true mentor does not ask another person to be like me. A mentor says, I will help you be whoever you wish to be. A mentor is not a parent, a peer, or a counselor. As a top-tier college of engineering, our goal is to produce leaders in the engineering disciplines. We believe that mentoring by practicing engineers can be a key part of generating excitement among our students and enhancing their success. The core of IMPACT will be a team of industry professionals, each taking a small group of our undergraduates "under their wing", as it were, meeting with them once or twice a term, and serving as mentors. This arrangement is one of mutual benefit. Our students will benefit professionally from this mentoring, and in turn, industry will have the opportunity to meet and work closely with some of the brightest engineering students in the nation. Above all, mentoring is about listening without negative judgment and questioning with respect. Remember to enjoy your mentoring relationship and to keep an open mind. If you have any questions or suggestions about this program, please feel free to contact me, at junwang@engr.ucr.edu, or at (951) Jun Wang Professional Development Officer 2

4 Program Mission IMPACT program is designed to provide a learning experience for students outside the classroom, where they have a chance to see the opportunities that the real world has in store for them. Mentoring relationships are intended to: Be a professional in nature; Help students make the transition from an academic environment to the world of work; Offer an opportunity for professional development, networking, and an exchange of ideas between experienced professionals and the next generation of leaders. 3

5 Mentor Roles and Responsibilities A Mentor is someone who makes a difference in another person s life. In your role as a Mentor, you will have the opportunity to do this with the Bourns College of Engineering students. Role The partnership between a Mentor and Mentee is built upon trust, respect, and professionalism. Specially, as a Mentor your role will be one of Coach, Guide, Motivator, Advisor, and Role Model. You will have the opportunity to: Provide constructive feedback about your Mentee s personal and technical skills. Share your knowledge about specific jobs, career paths, organizational cultures, and industries. Give guidance about how to conduct oneself in engineering industrial settings. Facilitate networking. Coach and guide your Mentee toward achieving a specific developmental goal. Responsibilities Listen to the needs and expectations of your Mentee. Work with the students to help him/her develop and establish realistic and obtainable goals. Offer suggestions and feedback. Keep the Mentee aware of his/her progress. Be committed to serve as a resource to the Mentee. Encourage your Mentee to explore new areas. Attend scheduled training and orientation sessions; notify program staff if you are unable to attend. Follow up on commitments made to the Mentee. Contact the Mentee if you are unable to attend scheduled meetings. Contact program staff if there is a concern with the Mentor relationship. 4

6 Mentee Roles and Responsibilities Role A Mentee is a Bourns College of Engineering Students who is motivated to assume responsibility for his/her own professional and personal growth and development. The partnership between a Mentor and Mentee is built upon a foundation of trust, respect, and professionalism. As a Mentee, you will have the opportunity to: Learn about specific jobs, career paths, organizational cultures, and industries. Receive constructive feedback about personal and business skills. Obtain guidance about conducting yourself in engineering industrial settings. Create a focused development plan with your Mentor and work towards achieving the stated goals. Responsibilities Discuss your needs and expectations with your Mentor; think about what you want out of the program prior to each meeting. Negotiate ideas and activities with your mentor. Be Committed to carrying out agreed-upon goals; follow through. Be receptive to suggestions and feedback. Keep Mentor informed of progress. Contact Mentor if unable to attend scheduled meetings in a timely manner. Attend scheduled training/orientation sessions, and notify program staff if unable to attend. Realize that having a Mentor is a privilege and work hard to take advantage of the opportunity. Maintain a professional demeanor. Contact program staff if there is a concern with the mentor relationship. Use the Mentee Learning and Development Plan to set the agenda for meetings. Appreciate the mutual respect, trust, and openness between student and Mentor (including confidentiality). 5

7 Expectations Respect confidences and trust each other. Discover common ground and respect your differences. Be yourself and be flexible. Be a good listener. Be available meet or talk 1-2 times per quarter. Mentors DO: Make efforts to keep your appointments with the Mentee. Actively listen to questions and concerns. Encourage discussions. Approach discussions with an open mind. Maintain a high level of trust and professionalism. Respect confidentiality. Contact the program staff if you are having trouble connecting with your Mentee or if work pressures prevent you from fulfilling your commitment. DON T: Don t hesitate to provide your Mentee with constructive feedback about areas for personal and professional development. Don t hesitate to contact your Mentee if you have not heard from him/her for a while. Mentee DO: Initiate the contact with your Mentor. Plan an agenda for each meeting be focused. Keep appointments with your Mentor and be punctual. Approach discussions with an open mind. Maintain a high level of trust and professionalism. Respect confidentiality. Accept constructive feedback from your Mentor. Thank the Mentor for his/her time. Maintain consistent contact with your Mentor, even when you do not have a pressing issue to discuss. Contact the Center for Leadership Development if you are having trouble connecting with your Mentor. DON T Do not ask for or expect a job or internship from your Mentor! Do not neglect contacting your Mentor to set up meetings. 6

8 Required and Suggested Activities The completion of these three activities is mandatory. They help lay the foundation of the mentoring partnership. [ ] Kick-off Meeting The IMPACT program office facilitates this with the IMPACT program Kick-Off meeting at the beginning of the program. Learn about each other s backgrounds and interests. Focus on Mentee s Learning and Development Plan and discuss specific goals. Discuss both of your needs and expectations. Discuss both of your goals and objectives for the relationship. Establish a schedule for future meetings in person or on the phone. [ ] Quarterly Meetings Review career plans, selection of classes and electives, personal goals, and participation in skills workshops or facilitate preparation for the industry or function of interest. Review Mentee s resume. [ ] Progress Review Meeting Mid way through the year, meet at the Mentor s office or get together for breakfast or lunch to discuss and review progress on the Mentee s Learning and Development Plan. Please complete these suggested activities listed below to make the most of the mentoring experience. Use your creativity and add your own desired experiences to the list. [ ] On-site Meeting Meet the Mentor at his/her office or place of work to attend a staff meeting, tour the Mentor s company, and meet the Mentor s colleagues. At this point, Mentee may want to get involved in a project. [ ] Shadowing Shadow the Mentor and/or one of the Mentor s team members to gain firsthand understanding of a typical day in the life of It is helpful to have the Mentee observe when a specific project or strategy is being formulated. [ ] Distinguished Speaker Invite your Mentor to Bourns College of Engineering to speak at one of our student organizations general meeting. [ ] Networking Opportunity Arrange a networking opportunity to meet Mentor s colleagues and other business professionals. [ ] Informal Outing Participate in an informal fun outing (i.e. UCR sporting event, holiday party, golf, family events, etc.) [ ] Back to School Attend a campus lecture, concert, or sporting event together, invite the Mentor to attend one of your classes, investigate your professional student organization, and visit your college s career center together. 7

9 Suggested Activities continued [ ] Career Conversation Discuss and list the Mentee s talents, skills and interests. Discuss how the Mentor s personal and professional life fit together. Read a book related to your field of interest and discuss it. Discuss the Mentor s educational background and the role of educational preparation in your field. Discuss organizational types and cultures. Search the Internet together for job resources and other information related to your field. Discuss how individual work values impact career choices. Discuss a current event or issue in your field. Visit/discuss a variety of work environments. Discuss the professional standards that exist in your field. Discuss the transition from school to work. Discuss office politics. [ ] Resume/Interview Exercises Critique the Mentee s resume and cover letter. Assist the Mentee in completing a job application packet, portfolio, etc. Practice an informational interview. Practice a job interview. 8

10 Mentor Action Plan 1. Obtain Mentee Information: a. Name: b. c. Phone: d. Program goals: 2. Set clear expectations of preferred methods of communication and response time. 3. Discuss Mentee s expectations and goals. Review and discuss the Mentee Learning and Development Plan with the student. 4. Make an effort to meet 1-2 times a quarter to keep the partnership on track. 5. Complete the required and suggested activities. 6. Contact the IMPACT program office with any changes to your contact information (position, company, addresses, ). 7. Complete the Program Evaluation Form sent electronically by the IMPACT program office. 8. Conduct a Wrap-up Discuss with your Mentee. 9. Please notify the IMPACT program office if you have any concerns or like to change your Mentees. 9

11 Wrap Up Discussion Name of the Mentee: Date: Please conduct a wrap-up discussion with your Mentee and give feedback about his/her: Strengths: Capabilities: Areas that may need additional development: Provide your Mentee with a suggested Action Plan for continued professional development (i.e. join a particular association, take more electives in a given field of study, take a communication skills workshop) Do NOT return this form to the IMPACT program office. This form is for the Mentee to keep and use for continued professional development. 10

12 Mentee Action Plan 1. Complete your Mentee Learning and Development Plan prior to meeting your mentor. You will want to discuss it during your meetings. 2. First thing, find out from your Mentor his/her preferred methods of communication and response time. Schedule a quarterly meeting time in advance. 3. Review the Mentee Learning and Development Plan with your Mentor and indentify goals you want to work on during the Mentoring Program. 4. Complete the required activities and suggested activities. 5. Meet in person 1-2 times a quarter to stay on track. Use and events to supplement your development beyond the quarterly meeting. 6. Have a Wrap-Up Discussion with your Mentor. 7. Complete the Program Evaluation Form sent electronically by the IMPACT program office. 11

13 Mentee Learning & Development Plan My strengths are: My areas for development are: My goals for the Mentoring Program are: Goals Short Term This Year Next Year Within 5 Years Within Lifetime Ways in which my Mentor can assist me:

14 Questions to Ask a Mentor Job Description What is your job title? What is your typical day on the job? What percentage of each day do you spend in various work activities? What is the title of the person to whom your report? How free are you to do your work independently? What types of problems are you likely to face during the day? What are the most satisfying and the most frustrating parts of your work? Advancement How did you get to your current position? What are the future trends and developments that you are see affecting careers in your field? Preparation How did you prepare for this occupation? What preparation do you recommend for a person entering this occupation? What education/degrees/training/licenses are required? What are the best places to go for additional education or training for a position like yours? If you could start all over again in launching your career, what steps would you take? What courses do you recommend taking for this occupation? Life Style What hours do you normally work? Is overtime common? Is travel a factor in this job? What are the professional organizations in this field? How do these organizations serve their members? What are the pressures that you face? How does this occupation affect your private life? What is expected of you outside of working hours? Is there a formal mentor program set up in your workplace? Who was/is your mentor? 13

15 What is Networking? Your main networking goal is to create mutually supportive professional relationships. In that regard, networking in a mentoring relationship can benefit both partners. You never know where career help may come from or what form it may take, and the mentoring relationship provides both partners with an opportunity to expand their networks. Mentors and mentees should assess their current networks at the start of the mentoring relationship and use the following information to further develop their networking: Benefits Information A network is your conduit to the kind of information you need to advance your career, or to discover creative career possibilities. Referrals Sometimes the best information is knowing who to call. Feedback A network helps you check out your behavior, your ideas, and your strategies for success before you risk them in the real world. Topics of Discussion in Networking Career Information Ask for information about the career field, but don t ask for a job or internship. However, sometimes the information will lead you in that direction. Common Interests Consciously look for common ground, professional interests, and attitudes. This requires that you share a little of yourself. Accomplishments Learn to talk comfortably about your own accomplishments. DOs of Networking Do try to give as much as you get. Do report back (Did you follow their advice? What happened?) Do follow up all referrals. Do be businesslike. Be prompt, respect other s schedule. Do keep in touch with your old networks. Do call members of your network to function as a placement office. Do call members of your network for no reason at all. Keeping in touch is a reason. Do ask questions for which you really need the answers; not for things you easily could have looked up yourself. Do keep expanding your network. Costs Time Networking takes a lot of time; time for getting-to-know-you conversations, scheduling meeting, and renewing contacts. Tracking Your Network Keep records of contacts Notes with brief information about each, referrals they may have made, promises you made to provide information, etc. What Not to Discuss Criticisms Do not talk about other professionals or previous colleagues in a critical manner. The only exception is when you are specifically asked to give your opinion of someone and you are absolutely sure that your opinion will be kept confidential. Family/Personal matters This is a professional network; know the boundaries. Gossip Don t violate professional confidences or abuse inside information. DON Ts of Networking Don t be afraid to ask for what you need. Don t pass up any opportunities to network they can happen in the most unlikely places. Don t expect your network to function as a placement office. Don t be discouraged if someone brushes you off. It happens and usually has nothing to do with you. 14

16 Frequently Asked Questions Is there a fee associated with becoming a mentee? No. However, you have to be a current Bourns College Engineering student. How much time will the program take? In order for the program to be of maximum benefit to both mentee and mentor alike, we strongly encourages pairs to spend once or twice together each quarter over the academic year program cycle. What are the expectations of mentees? Mentees are expected to take the initiative in driving the mentoring relationship. Although mentoring is a two-way street, the primary responsibility of maintaining contact and scheduling meetings lies with the mentee. It is also the mentee s duty to work with the mentor to establish clear expectations and goals for the mentoring relationship. You should: Set clear goals and expectations Initiate meetings/conversations Develop topics to discuss Identify areas for development Honor commitment to the program What can mentees expect from the Program? Although this is NOT a structured program to facilitate or guarantee promotion or career change, the program provides an opportunity for mentoring pairs to work together to plan career advancement strategies. What if I know someone I d like to be matched with? Mentees have their dream mentor, please indicate your suggested mentors to us on your application of who you would like to be matched. The program committee doesn t absolutely guarantee the match, since it has to consider the needs of the cohort and availability of perspective mentors but will do its best to accommodate you or find you the best match to meet your needs and your career goals. What will my mentor do for me? The mentor is a confidant and is prohibited from advocating for mentees, or offering any assistance that goes beyond the networking and advice they would offer anyone else. It is up to the mentee to take the initiative and make a success of themselves. Mentors offer information, support, feedback, contacts, and ideas but the mentee has to take it from there. Mentors are specifically prohibited from meeting with a mentees manager or attempt to recruit the mentee to 15

17 their respective company during their participation in the program. The Mentorship Program is not a mobility program structured to get you a promotion or anything else that you do not work for yourself. How many people can participate? We will accept 3 mentees per mentor base on the number of participating mentors per cycle. How is the matching done? The program staff will review all mentees applications, and match what the mentor has said they can offer, and what the mentee has said they are looking for. No match is final until the pairs have has a chance to meet and or discuss and they both complete the Mentor Program Collaboration Agreement. This will ensure that everyone starts the program with a match they feel enthusiastic about. How do mentors benefit from the Program? Along with the satisfaction of helping someone else achieve their career goals, mentors learn to see the world from a different perspective, become aware of their own paths and values, and often go through a reflection process similar to that of their mentee s. As they help their mentee evaluate their career goals, mentors often find themselves doing the same as well. In the process of being a mentor, many find that it is so valuable that they seek mentors informally for themselves, or reach out to their employees in a new way. What if I m not comfortable with my proposed mentor/mentee? Please tell us! The purpose of your first meeting is to see whether the two of you are compatible, and the match isn t final until you have both approved it. The program staff will be checking in with you periodically to see how your relationship is going, and whether you are moving toward the goals you set. Tell us frankly if things aren t working the way you had hoped. If you haven t already talked directly with your partner, do so. Often, it will be a question of miscommunication which can be cleared up. How do you develop a Productive Mentoring Relationship? In to benefit from the mentoring program, participants must learn to trust and depend on each other. Mentee s and mentors must be able to work together to form a successful partnership. The following are key elements to forming a successful partnership: Trust Confidentiality Open communication Mutual respect Honesty 16