Download Designing workplace mentoring programs : an evidence-based by Tammy D Allen; Lisa M Finkelstein; Mark L Poteet PDF

By Tammy D Allen; Lisa M Finkelstein; Mark L Poteet

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26 An empathetic mentor demonstrates acceptance of the protégé and enjoys helping others. 27 Individuals with a proactive personality look for better ways to do things, actively champion ideas, and demonstrate persistence when faced with opposition from others. Lessons Learned • Make sure the protégés who participate in the program are willing to shoulder much of the responsibility for making the relationship work. • Make sure the mentors are willing and have the time needed to devote to the relationship.

For example, the organization should consider the processes and steps it will put in place to deal with mentoring relationships that are encountering difficulties but can be repaired, versus those relationships that are irrevocably damaged and or ineffective, and should be terminated. Planning and Providing Infrastructure 19 Good to Know: Common Purposes of Formal Mentoring Programs • Leadership development • Identification of high potential employees • Retention of diverse, highly skilled and talented employees • Support mechanism for new and/or diverse employees • Provide access to company leaders • Succession planning • Employee skill development Integration with Other HR Systems and Processes As noted above, the mentoring program should be consonant with an overall corporate strategy, but as a human resource (HR) development strategy, it should also harmonize with other organizational employee development and talent management efforts.

Planning and Providing Infrastructure 15 Organizational Support for the Program The organization must show a high level of support in order for a formal mentoring program to succeed. Organizational support is important because employees will be more committed to the program if they believe their leaders value it or, even better, if they see their leaders practice it. It is important for participants to perceive this support. That is, in terms of employee reactions to the program, the support needs to be apparent to others within the organization.

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