Organizational Mentoring
by Anthony Blue
In a perfect world, the workplace would be an oasis of learning and vast knowledge sharing across the organizational staff chart. From the CEO to the mailroom, employee development would move at the speed of light, enabling management to evolve at a rapid pace. Employers could sit back and watch as new employees soak up the knowledge of the organization and pass the information on in the amount of time it takes a sponge to absorb an ounce of water. Sound like a pyramid scheme?
Although, this scenario is not realistic in today's business world, mentoring is a valuable option for employers to place their workers in a position to succeed without the high cost that is usually attributed with professional development. As an information professional and a productive member of your organization, who is better suited to develop a mentoring program? The time has come for you to share your vast knowledge and experiences in your organization.
What exactly is mentoring? In the July 2000 issue of Information Outlook, an article written by Theo Jones-Quartey entitled, "MentoringPersonal Reflections of a Special Librarian," highlighted the personal advantages of mentoring from the point of view of the person being mentored. Quartey said the ancient Greek origins of the word mentor hailed from Homer's Odyssey. Mentor in Homer's Odyssey was a tutor whom King Odysseus entrusted his son Telemachus to when he went away to fight in the Trojan Wars.
Anyway (not to get side tracked), today the word mentor is not recognized as a tutor or teacher but someone who provides guidance or counsel. Mentoring is used as an invaluable tool for developing a personal investment and is a cost-effective way for delivering outcomes and achieving organizational growth. In many organizations, there are trainers who are often confused as being mentors. However, there is a vast difference between training and mentoring. Recognizing the difference could have a major impact on your relationship if you ever contemplate becoming a mentor.
From an individual standpoint, the mentoring process is vital to career development. Jones-Quartey mentioned in her article that she benefited from being in a mentoring program for special librarians. She received coaching for areas and skills in which she had little or no experience; she was able to learn from constructive non-threatening criticism and her skills were marketed to her organization. In addition, she was put in a position to improve her interpersonal skills and network at the same time.
A good mentoring program is a two way street. Although the organization bears the burden of implementing a program, and evaluating its effectiveness, a critical component of the process is the role of the mentee. Jones-Quartey states that the mentee has to play an integral part in making the relationship beneficial. As with any kind of personal or professional development, the positive outcome depends largely on the desire and dedication of the person being mentored. This person has to be willing to learn and accept responsibility for his/her learning. The key is to put everything on the table from the beginning. This starts with your aspirations, goals, strengths and weaknesses. Good communication between mentor and mentee is the key to a successful program.
From an organizational standpoint, mentoring can be a win-win situation. While some organizations tend to focus on the latest trends, outstanding organizations know that leadership models are very transient to say the least, so their mentoring programs benefit their employees at a personal and professional level and are also well organized and share a common plan, while still nurturing individual expression and style.
Here are some tips that will help you launch a successful mentoring program in your organization:
· Create a formula or plan of action for guiding the mentor and the mentee
· Identify specific objectives and guidelines for the relationship
· Determine the style of mentoring (one-on-one or group mentoring)
· Identify development needs of everyone involved
· Create a mentor support network
· Establish comprehensive training of mentors
· Develop a system that can evaluate and measure feedback
The Mentoring Group at www.mentoringgroup.com has a listing of "Mentoring Best Practices" from organizations that have developed mentoring programs. The Mentoring Institute at www.mentoring-resources.com also offers information on the science of mentoring.
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