Post by eristonsho on Apr 9, 2015 23:00:31 GMT 1
Are there different types of mentoring models in a structured program? What are they?
One of the advantages of mentoring is that it can be adapted to any organization’s culture and resources. There are several mentoring models to choose from when developing a mentoring program, including:
One-On-One Mentoring
The most common mentoring model, one-on-one mentoring matches one mentor with one mentoree. Most people prefer this model because it allows both mentor and mentoree to develop a personal relationship and provides individual support for the mentoree. Availability of mentors is the only limitation.
Resource-Based Mentoring
Resource-based mentoring offers some of the same features as one-on-one mentoring. The main difference is that mentors and mentorees are not interviewed and matched by a Mentoring Program Manager. Instead, mentors agree to add their names to a list of available mentors from which a mentoree can choose. It is up to the mentoree to initiate the process by asking one of the volunteer mentors for assistance. This model typically has limited support within the organization and may result in mismatched mentor-mentoree pairing.
Group Mentoring
Group mentoring requires a mentor to work with 4-6 mentorees at one time. The group meets once or twice a month to discuss various topics. Combining senior and peer mentoring, the mentor and the peers help one another learn and develop appropriate skills and knowledge.
Group mentoring is limited by the difficulty of regularly scheduling meetings for the entire group. It also lacks the personal relationship that most people prefer in mentoring. For this reason, it is often combined with the one-on-one model. For example, some organizations provide each mentoree with a specific mentor. In addition, the organization offers periodic meetings in which a senior executive meets with all of the mentors and mentorees, who then share their knowledge and expertise.
Training-Based Mentoring
This model is tied directly to a training program. A mentor is assigned to a mentoree to help that person develop the specific skills being taught in the program. Training-based mentoring is limited, because it focuses on the subject at hand and doesn’t help the mentoree develop a broader skill set.
Executive Mentoring
This top-down model may be the most effective way to create a mentoring culture and cultivate skills and knowledge throughout an organization. It is also an effective succession-planning tool, because it prevents the knowledge "brain drain" that would otherwise take place when senior management retires. For further information, click here.
corporate mentoring
What is the role of diversity in mentoring?
Mentoring can be of great value to women and people of color. These are the employees who have often been disenfranchised within organizations and have not been “chosen” by informal mentors.
However, if mentoring is to be successful as a tool for empowering employees, it needs to be truly diverse – representing everyone within the organization and not just women and people of color. By including the broadest spectrum of people, mentoring offers everyone the opportunity to grow professionally and personally without regard to gender or race. A successful mentoring program needs to balance the need for inclusion with the need for fair representation.
For many years, some organizations thought of mentoring only as a tool to help women and people of color. Viewed inappropriately as a remedial program, mentoring lacked widespread support within most organizations.
These mentoring programs did not provide mentorees with the assistance they really needed. Good intentions gone astray resulted in a misapplication of mentoring.
Diversity is equally important when choosing mentors within organizations. Because many mentoring programs are geared to management levels, today’s mentor population still tends to be made up of white males.
As organizations seek to devise mentoring programs, they need to include mentors who are both non-white and non-male. Using the resource-based or group-based models, tied to the one-on-one mentoring model, can help diversify the mentor population.
For example, one of the mentoring goals might be to learn how to navigate effectively through the organization’s culture. Using the group model, an organization might have a panel of diverse employees meeting with the entire mentor-mentoree population to share how they have successfully navigated that culture.
So my people which of the above method of mentoring should we start with and how as soon as possible?
I am Timothy
One of the advantages of mentoring is that it can be adapted to any organization’s culture and resources. There are several mentoring models to choose from when developing a mentoring program, including:
One-On-One Mentoring
The most common mentoring model, one-on-one mentoring matches one mentor with one mentoree. Most people prefer this model because it allows both mentor and mentoree to develop a personal relationship and provides individual support for the mentoree. Availability of mentors is the only limitation.
Resource-Based Mentoring
Resource-based mentoring offers some of the same features as one-on-one mentoring. The main difference is that mentors and mentorees are not interviewed and matched by a Mentoring Program Manager. Instead, mentors agree to add their names to a list of available mentors from which a mentoree can choose. It is up to the mentoree to initiate the process by asking one of the volunteer mentors for assistance. This model typically has limited support within the organization and may result in mismatched mentor-mentoree pairing.
Group Mentoring
Group mentoring requires a mentor to work with 4-6 mentorees at one time. The group meets once or twice a month to discuss various topics. Combining senior and peer mentoring, the mentor and the peers help one another learn and develop appropriate skills and knowledge.
Group mentoring is limited by the difficulty of regularly scheduling meetings for the entire group. It also lacks the personal relationship that most people prefer in mentoring. For this reason, it is often combined with the one-on-one model. For example, some organizations provide each mentoree with a specific mentor. In addition, the organization offers periodic meetings in which a senior executive meets with all of the mentors and mentorees, who then share their knowledge and expertise.
Training-Based Mentoring
This model is tied directly to a training program. A mentor is assigned to a mentoree to help that person develop the specific skills being taught in the program. Training-based mentoring is limited, because it focuses on the subject at hand and doesn’t help the mentoree develop a broader skill set.
Executive Mentoring
This top-down model may be the most effective way to create a mentoring culture and cultivate skills and knowledge throughout an organization. It is also an effective succession-planning tool, because it prevents the knowledge "brain drain" that would otherwise take place when senior management retires. For further information, click here.
corporate mentoring
What is the role of diversity in mentoring?
Mentoring can be of great value to women and people of color. These are the employees who have often been disenfranchised within organizations and have not been “chosen” by informal mentors.
However, if mentoring is to be successful as a tool for empowering employees, it needs to be truly diverse – representing everyone within the organization and not just women and people of color. By including the broadest spectrum of people, mentoring offers everyone the opportunity to grow professionally and personally without regard to gender or race. A successful mentoring program needs to balance the need for inclusion with the need for fair representation.
For many years, some organizations thought of mentoring only as a tool to help women and people of color. Viewed inappropriately as a remedial program, mentoring lacked widespread support within most organizations.
These mentoring programs did not provide mentorees with the assistance they really needed. Good intentions gone astray resulted in a misapplication of mentoring.
Diversity is equally important when choosing mentors within organizations. Because many mentoring programs are geared to management levels, today’s mentor population still tends to be made up of white males.
As organizations seek to devise mentoring programs, they need to include mentors who are both non-white and non-male. Using the resource-based or group-based models, tied to the one-on-one mentoring model, can help diversify the mentor population.
For example, one of the mentoring goals might be to learn how to navigate effectively through the organization’s culture. Using the group model, an organization might have a panel of diverse employees meeting with the entire mentor-mentoree population to share how they have successfully navigated that culture.
So my people which of the above method of mentoring should we start with and how as soon as possible?
I am Timothy
