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Mentoring

Our Mentoring training program involves three phases over 1.5 days.

a) Mentor training
b) Mentoree training
c) Mentoring partnership training

A comprehensive Mentoring Resource Booklet is provided. The 'To be Mentored' booklet contains the following useful information:

Program Outline

	Mentoring Protocol

I	Key Concepts
	Benefits of mentoring
	Mentoring vs Managing: Towards 2020
	The role of the mentor
	The role of the mentoree
	Essential Mentor Characteristics
	Essential Mentoree Characteristics
	Evolution of the mentoring relationship
II	Case Studies

III	Preparation
	Snapshot: Where am I at?
	A. Identifying job content skills
	B. Evaluating transferable skills
	C. Evaluating self-management skills
	Vision: Where do I want to be?
	Mapping my Vision
	Development Priorities
	Selecting a suitable mentor
	Key characteristics of a potential mentor
	Sources of potential mentors: Network analysis
	The Mentoring Partnership Workplan
	Tips for Managing Mentors

	IV Further Resources

Mentoring Protocol

1.	We are voluntarily entering into a mutually beneficial relationship
2.	We agree to a no-fault conclusion of this relationship if necessary
3.	We see the our mentoring relationship as a developmental opportunity
4.	We share information in confidence
5.	The mentor is not legally bound or responsible for the actions of the mentoree
6.	We respect professional and commercial ethics and will not use the relationship for 'free' or 'specific' advice

Benefits of Mentoring

Mentoring Partnerships are voluntary. Why do mentors and mentorees choose to participate in a mentoring program?

"Effective mentoring relationships are reciprocal:
Both parties gain access to information, ideas and
ways of doing things."

Mentors	Mentorees
increased visibility and public approval	advice and support
increased peer recognition as a �developer of people�	learning about paths to advancement and blind alleys
access to different channels of communication/ networks	understanding of organisational politics
access to feedback and alternative perspectives from the �grass roots�	increased awareness of potential stumbling blocks
replication of ideas and personal projects	skill development
vicarious achievement through mentoree�s success	short cut to accumulating expertise
emotional support and friendship	confidence boost
open respect and admiration	a personal (holistic) interest
intellectual stimulation	multiple strategies, alternative approaches
investment in the future	movement beyond the status quo

Mentoring vs Managing : Towards 2020

Mentoring within (or beyond) an organisation is completely different from managing within an organisation. There are different purposes, processes and benefits for both parties as the following table indicates:

Mentors	Managers
Career supportive relationship	Job supportive relationship
Psychological/social contract	Work/performance contract
Longer term return on investment	Short term return on investment
Mutually beneficial exchange	One way skills transfer
Organisational/life/big picture perspective	Job/role perspective
Personal and�� professional growth	Performance indicators
Effectiveness� �do the right things�	Efficiency�� do things right�

We support all our mentoring programs with a mid term review workshop and a final evaluation workshop.

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� 2000 Mellish and Associates
Last Updated 27/03/02