Mentoring Skills

Information about Mentoring Skills

Published on September 18, 2010

Author: atphunde

Source: authorstream.com

Content

MENTORING SKILLS : MENTORING SKILLS Mr. Ajaykumar T. Phunde Tilak College of Education, Pune, Maharashtra, India. Introduction : Introduction People working in the public services, both as individuals and as members of staff in public service organisations, are faced with continually increasing challenges. They are expected to- make best use of new technologies and systems; work more efficiently; and offer better services to customers and beneficiaries. Introduction : Introduction The challenges being faced require significant changes - behavioural, operational and technical - where people have to learn new ways of working and, probably, discarding out of date knowledge, skills and attitudes. Introduction : Introduction To respond positively and effectively to such challenges, people need opportunities to develop - perhaps by being trained; or by being given an opportunity to learn; or to applying their expertise to meet new organisational requirements. Introduction : Introduction Development is not an alternative word to training: it encompasses a wider field where people, individually and collectively, seek ways to bring about improvement. This could be to their own job performance, to their careers; to team performance, or to their organisation’s products and services. Introduction : Introduction Often, the basis for successful development is the contributions made by a Mentor. This person, usually an experienced member of staff, supports development activities. A mentor helps a person undertaking development a Mentee - and, in this role, also represents the interests of the employing organisation or funding agency. Introduction : Introduction The aim of the Mentoring Skills Workshop is to help the members of staff to acquire an understanding of the concept of mentoring, and the skills to carry out the duties of a mentor. objectives : objectives At the end of this session the participants are expected to: Describe the purpose of mentoring. Define the role of a mentor. Identify issues concerning mentoring initiatives within an organisational context. Clarify the relationship between improving performance and the role of a mentor. Define ‘learning’; ‘training’, and ‘development’. objectives : objectives Review the potential benefits obtained from the introduction of mentoring. Identify personal concerns with the implementation of mentoring. Describe the four stages of the mentoring model. Identify tasks to be carried out in each of the four stages of the model. Specify key competencies of a mentor. Build a professional relationship with a mentee. Introduction : Introduction The character of Mentor appeared in Homer’s Odyssey. Mentor taught Odysseus’ son, Telemachus. Before going off to fight the Trojan Wars, Odysseus asked Mentor to look after his household, especially grooming his son in readiness for the day when he would become king. Introduction : Introduction Odysseus spent ten years or more trying to get home after the wars, during which time, Telemachus grew up in Mentor’s care, eventually being reunited with his father. From then, the term mentor came to have its current meaning: experienced and trusted advisor, friend and counsellor. Introduction : Introduction The use of mentoring as a developmental tool is, therefore, not new. It has been used for many years in, for example, apprenticeship training when master craftsmen took responsibility for nurturing the youngsters under their control. Such relationships were not limited to craftsmen's guilds: managers have always "kept an eye on" high flyers, supervisors have taken new recruits "under their wing ". Introduction : Introduction So what is new about it? The newness has arisen in the last few decades. Organisations realised that this form of workplace development was too important to be left to such informal relationships where there was too much risk of obvious (if not real) favouritism/bias. The experience of capable managers and supervisors should be linked to formal staff development - and a system for doing so institutionalised. Introduction : Introduction In mentoring systems, typically (though not necessarily), a more senior person is identified as the mentor of an employee and an employee is the mentee. The mentor can be the mentee's line manager, although many organisations and, more important, many mentees feel that there are additional benefits to be gained from the separation of the roles of line manager and mentor. Introduction : Introduction Mentoring is often used to help develop junior members of staff: trainees, probationary officers, graduate entrants etc. However, it is not confined to these levels and can be used for well-established staff who are felt to be capable of developing into wider, possibly more demanding roles. MENTORING : MENTORING What is Mentoring? A group of managers, asked how they developed their skills will often answer "...from a colleague who taught me a great deal about the real world we work in". Such workplace learning is clearly old and well established in most organisations. MENTORING : MENTORING Coaching Counselling Guiding " keeping an eye on " passing on experience Advising Sponsoring Protecting MENTORING : MENTORING Protecting " looking after them " Training Helping being a "sounding board " Motivating Acting as a role model MENTORING : MENTORING Mentoring involves all these activities plus others. The use of mentoring as a developmental tool is not new. A definition of mentoring gaining acceptance is:  “ff-line help of one person to another in making significant transitions in their thinking, work or behaviour” (Clutterbuck 1999). MENTORING : MENTORING Mentee Mentor Line Manager Organisation MENTORING : MENTORING Benefits of Mentoring? Mentee involved in a mentoring relationship can obtain significant benefit from a well organised mentoring system. For example: The mentee’s progress is accelerated and they can avoid making common mistakes: A mentor’s vicarious (vivid) experiences can be passed on to the mentee. MENTORING : MENTORING Benefits of Mentoring? Ready access to seniors, which can aid a mentee’s self confidence. Career enhancement by being given advice (in both professional and technical areas) and sponsorship MENTORING : MENTORING Benefits of Mentoring? Mentors: Acting in the capacity of a mentor is not easy. It takes time, effort, commitment and sheer hard work for it to be successful. The satisfaction: Mentors feel at the success of their mentees and the recognition of their advisory skills by higher management for their own career development. MENTORING : MENTORING Benefits of Mentoring? Spotting talent among less experienced staff, which can help future succession planning. Opportunities for developing their own skills that can then be better used in their day to day activities and roles. MENTORING : MENTORING Benefits of Mentoring? Line Managers: They may feel that introduction of an additional party into the development process for a member of their staff is a cumbersome, unnecessary and a dilution of their administrative (decision making) role. So what are the benefits to them? MENTORING : MENTORING Benefits of Mentoring? Getting second opinions and insights into their staff from other, experienced colleagues. Improving communication flows between sections and departments by informal rather than formal relationships. MENTORING : MENTORING Benefits of Mentoring? Organisations: Mentoring, as with all development activities, does not exist for its own sake, but for the benefit of the organisation as a whole to improve its effectiveness and/or efficiency. Enhanced levels of competence of both mentors and mentees. Closer working relationships across departments & sections move towards flexible or organic cultures . MENTORING : MENTORING Benefits of Mentoring? Increased levels of motivation for all parties. Tangible benefits (lower costs, improved quality) as outcomes, especially when projects are used as learning vehicles. MENTORING : MENTORING Line Manager Performance Organisation Performance Mentee Performance Mentor Performance MENTORING : MENTORING PERFORMANCE Organisational performance depends on their individual and collective performance. A failed performance of one stakeholder is likely to result in the failure of the mentoring initiative. Mentor has been given more prominence since mentor is the key player – his performance determine success or failure of a mentoring initiative. MENTORING : MENTORING PERFORMANCE Organisation in the public sector are under increasing pressure to improve performance-due to raised expectations. Organisational performance is directly linked to the performance of its employee from top to bottom. All the people are performers – contributing to their organisation’s performance. MENTORING : MENTORING COUNCELLING A definition of counselling is 'A meeting of two people (generally) in which one person is encouraged to take responsibility for a problem or for improving a situation‘. WHAT COUNSELLING IS NOT  Counselling is NOT: Giving solutions to others Giving advice, A disciplinary process. MENTORING : MENTORING WHAT COUNSELLING IS Counselling IS: Helping a mentee to find their own solution. Offering support. Not imposing one's own view of particular situation. Sensitivity to a mentee’s situation Establishing a climate of confidentiality Establishing trust Listening attentively (ACTIVE listening) Slide 34: 3. Organising Activities 2. Developing Plans 4. Reviewing Outcomes MENTOR 1. Relationship Building A Mentoring Model Slide 35: 1. Relationship Building Building rapport with mentee and line manager Investigate needs and culture Initiate mentoring contract Clarify entry behaviour and expectations Identify suitable challenges Investigate resources and possible barriers Stage 1 Relationship Building and Identifying Development Needs Slide 36: 2. Development Plans Parameters of development activities Identify constraints Methodology Assign responsibilities Plan timescale and resources Identify success criteria Initiate progress log Stage 2 Planning a development assignment that is relevant, realistic and achievable Slide 37: Create suitable environment for learning and development Help a mentee to progress Provide resources Encourage mentee motivation Review and adapt activities Sustain and refine mentoring relationship Ensure ongoing commitment 3. Organising Activities Stage 3 Development activities and support Slide 38: Review development objectives Review personal and professional competence Evaluate outcomes Celebrate achievements Identify further development opportunities 4. Reviewing Outcomes Stage 4 Reviewing and identifying further development opportunities Slide 39: 3. Organising Activities 4. Reviewing Outcomes MENTOR 1. Relationship Building CONTRACTING PHASE SUPPORTING PHASE 2. Developing Plans REVIEWING PHASE MANAGING PHASE Systematic Approach to Mentoring: Four Strategic Phases Slide 40: Decide to support mentoring Identify stakeholders Identify / develop suitable mentors Provide resources Agree success criteria Evaluate outcomes Communicate success Continue other mentoring initiatives MANAGING PHASE Slide 41: CONTRACTINGPHASE Meeting a real need Obtain mentee’s agreement Obtain management’s authority Gain support of key stakeholders Agree resources Outcomes that are - achievable - measurable - beneficial Basis for planning development Slide 42: SUPPORTING PHASE Help mentee plan development activities Agree objectives, timescale Check progress Help mentee overcome difficulties Arrange relevant resources Liaise with key stakeholders Arrange provision of formative feedback Slide 43: REVIEWING PHASE Arrange formal assessment Involve senior management and stakeholders Celebrate, publicise, reward Evaluate development assignment Link to mentee’s continuing development Review own performance Market mentor services Slide 44: MENTOR Workplace experience Authority and management skills Time and accessibility Willingness Valuing others and empathy Interpersonal skills Listening and counselling skills High expectations and success oriented Required Competencies

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