University of Nebraska at Kearney
Professor Alyse Pflanz
April 11, 2021
TO: The executive committee
FROM: Duyen Le
DATE: April 11, 2021
SUBJECT: Mentoring Program
This mentoring program aims to elevate the relationship between the mentors and the mentees. However, the number of employees in need of mentoring exceeds that of mentors. Therefore, a specific number of about 20 persons whose need for mentoring is essential for the company’s production shall be under consideration, and the scheduling will be at an appropriate time for everyone. It shall create morale among the employees who feel overworked, thus yielding high production for the company.
Benefit to mentors
The following visual is a presentation of how mentors benefit from mentoring programs.
Image 1: Benefits of mentoring
(Daily advisor, 2021)
The mentors’ knowledge or advice depends on the goal or a specific format of a mentoring relationship. Mentors likely share information with mentees regarding their career path or provide emotional support. The role of mentors changes when the wants of mentees changes. What is in for the mentors is building relationships; basically, building trust must be an essential ingredient for a successful mentoring relationship (Tjan, 2017). For this to be achievable, a mentor should refine their rapport-building skills and learn to pay attention to all facets of how they conduct communication. How they talk, their look is also part of creating a conductive or safe environment for the mentees.
Mentors are also required to set expectations from the start of a formal mentoring relationship. The expectations may include deciding when and where they meet and communicating between meetings, and determining the relationship’s length—refining these leadership skills aid mentors in becoming more effective team leaders when chosen to manage projects.
Reasons for motivation in helping lower-level employees
The motivation of employees is essential to an organization’s success. The level of commitment, energy, and drive that the company employees bring to the role daily helps maximize profit output in any organization (Conrad et. al, 2015). Without these, companies are likely to face low output levels and reduced productivity, and the company can fall short of reaching its essential goals.
Measuring the success or failure of the mentoring efforts
Below is a picture demonstration of effective mentorship from Pinterest website.
Image 2: Effective Mentorship
Mentoring is a situation where more experienced or knowledgeable individuals guide the less experienced persons. The relationship of mentoring benefits both the mentors and the mentees. The role of mentoring as an essential mode of development and learning is highly accepted; this is quite evident since more research proves the efficacy of mentoring with positive outcomes like retention, engagement levels, and improved skills (Gandhi and Johnson, 2016). However, hesitation or resistance is also felt in more organizations regarding the investment of informal mentoring programs or scaling up an already existing one. Reluctance being a failure in mentoring efforts is because the generic data about mentoring is not always convincing, as specific data tend to illustrate the success or effectiveness of mentoring within any given organizational context. For determining or demonstrating the success or effectiveness of a mentoring program to establish value effort of mentors involved and its credibility, the following need to be considered:
a) Pulse check: Observing duration or frequency is always insufficient to gauge success; it is, therefore, essential to questioning participants to rate the ease of navigation through the program, evaluate their comfort with the pace of the program, describe the challenges faced by mentees, and also to rate the resources available for the program. It is achievable through conducting surveys depending on the environment of the organization. As these happen mostly throughout mentoring, qualitative and quantitative information gets captured. It helps understand the issues and aid in problem-solving and course corrections.
b) The experience of mentors and mentees: it is essential to engross separately with mentees and mentors to understand the program’s ground success. The understanding creates a safe space where mentees and mentors can give honest feedback while discussing the concerns (Johnson & Gandhi, 2015). The feedbacks can also provide success stories that can be shared across the organization.
Daily Advisor (2021). Google.com.Redirect Notice. Retrieved 20 April 2021, from https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABAD.
Gandhi, M., & Johnson, M. (2016). Creating more effective mentors: mentoring the mentor. AIDS and Behavior, 20(2), 294-303.
Johnson, M. O., & Gandhi, M. (2015). A mentor training program improves mentoring competency for researchers working with early-career investigators from underrepresented backgrounds. Advances in Health Sciences Education, 20(3), 683-689.
Tjan, A. K. (2017). What the best mentors do. Harvard Business Review, 2(27), 17.
Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee motivation factors. International Journal of Public Leadership.
Pinterest (2021). Google.com. Redirect Notice. Retrieved 20 April 2021, from https://www.google.com/url?