Mentoring

Mentoring has become one of the popular management tools of the decade. While it has always existed informally in communities and organisations it has now achieved the formal status of professional development.

A mentoring relationship is one where a wiser and more experienced person assists another person to grow and learn. The ideal mentor is a person who can be thought of as a tribal elder – a person who listens, encourages, inspires, takes an interest, shares time, gives attention, clarifies a direction, gives suggestions for action, questions, suggests alternatives, can be trusted, provides constructive criticism, opens doors, guides, supports, builds self confidence, has attained a level of maturity and can empathise. A mentor can be the person who explains the software of senior corporate life to those aspiring to be a part of it.

In the modern workplace where change is a given and diversity an ideal, there is a need for people to have more one-on-one support. Busy executives do not always have time to explain the software of the organisation to their employees. Mentoring is an effective way of addressing these issues.

Mentoring programs work best when there is an organisation-wide commitment to quality and professional development. Mentoring is a positive program for employees and to be selected should be seen as a privilege. It indicates the organisation believes in the employee and wants to invest in their development. It is important that it is seen as a reward and not as a remedial program.

Program objectives

The program aims to:

• assist the selected mentees to gain additional knowledge and skills for greater professional confidence and job competitiveness;
• develop professional networks;
• encourage mentees to become mentors themselves;
• clarify the professional goals of the mentees.

The mentoring relationship is developmental and the partners will be encouraged to establish their own expectations and objectives, recognising that the program will be operative for 12 months.

Benefits to the organisation

There are many benefits to an organisation that has a formal mentoring program and a number of effective mentors in place:

• Knowledge of and access to a known pool of motivated talent assists succession to management or specialist roles;
• Mentored individuals become sensitive to and understanding of the cultural norms of the organisation;
• Management morale tends to be improved as a result of the increased levels of communication and awareness of what is happening in the organisation;
• People feel valued and turnover tends to reduce;
The talent pool grows.

The process

Wendy McCarthy, Executive Director of McCarthy Mentoring Pty Ltd, will interview the people selected as mentees. She will then source an appropriate mentor. A formal agreement is signed by both to ensure that their expectations are realistic and achievable and guidelines are provided. If the relationship is not successful within the first three months, McCarthy Mentoring will replace the mentor at no additional cost.

It is valuable for the mentors to be briefed by the CEO about the organisational culture and his/her expectations of the program. This is best done within the first three months and a follow-up session for general feedback from mentors is also recommended within the first six months. Wendy McCarthy will facilitate this process.

Guidelines include:

• Objectives / expectations
• Role of supervisor / manager
• Frequency and style of meetings
• Estimated duration of the relationship
• An assurance of confidentiality
• Reporting requirements
• Conclusion of the relationship

Wendy McCarthy will co-ordinate the relationship and reports will be provided as agreed. These programs are interactive and non-linear so it can be difficult to identify a single measure of success, but agreeing on the objectives helps focus the learning.

Selection criteria for mentors and mentees

The special qualities sought in a mentor are as follows:

• Commitment to mentoring;
• A good record for and interest in developing other people;
• Strong interpersonal skills;
• Ability to share credit;
• A wide range of current skills;
• Technical competence;
• Patience and risk taking;
• Status and prestige;
• Willingness to take responsibility for another person’s growth;
• A network of contacts and influence;
• Personal power and charisma.

The mentee needs some of the following qualities for the relationship to work:

• Willing to assume responsibility for growth and development;
• Receptive to feedback and coaching;
• Active in seeking challenging assignments and greater responsibility;
• Able to learn from mistakes;
• Self aware;
• Conscientious and well organised;
• Positive minded;
• Talented;
• Goal oriented.

Confidentiality

Trust is a vital part of the mentoring relationship, so both parties must guarantee confidentiality.

Fees

McCarthy Mentoring charges a fee for placement and program management. The mentors charge an hourly rate and bill the client direct.