Download Formal Mentoring Programs in Organizations: An Annotated by Christina A. Douglas PDF

By Christina A. Douglas

While junior managers are assigned to more matured senior managers for the needs of studying and improvement, many organisations record such favorable effects as lowered turnover, elevated organizational dedication, and more advantageous succession making plans. upload to fairly reasonable and it turns into transparent why formal mentoring courses became a favored technique of administration improvement. regardless of their common use, in spite of the fact that, it's been tough for practitioners to discover info at the song list of such courses and the way to construct them. This booklet summarizes 80 books and articles chosen from the sensible and educational literature. The stories of people and organisations with formal mentoring courses are defined, with more information approximately merits and disadvantages, organizational targets, and techniques for construction powerful courses.

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Interestingly, the data also implied that managerial competence was not associated with coaching competence. More specifically, individuals who 44 Formal Mentoring Programs in Organizations were effective managers or sellers were not necessarily perceived of as effective coaches. Coaching was perceived of as a set of skills distinct from managerial skills. ✥✥✥ Martinez, Michelle N. Mentoring with an equality twist. HR Magazine 40:1, January 1995, p. 16. A formal mentoring program that was recently initiated at the Bank of Montreal is briefly described in this article.

Although informal mentoring relationships have many positive benefits, only a small percentage of capable people receive this type of mentoring and its benefits, which leads to frustration, resentment, and turnover. Planned, or formal, mentoring programs can be an effective organizational strategy for developing capable employees and can be made available to a larger group of individuals than informal mentoring. The essential components of a planned 30 Formal Mentoring Programs in Organizations mentoring program include the identification of program goals, the effective linking of the program to the organization’s career planning and organizational development efforts, careful selection and matching procedures with voluntary participation, training of participants (including mentors, protégés, and support staff), monitoring of the mentoring process (with retraining if necessary), and evaluation of results.

Second, there should be formal, extensive training of mentors, protégés, and support staff. Gray has developed a particular training model that outlines the individual roles in the relationship and emphasizes the importance of changes or progression in the relationship over time. The third essential component of an effective mentoring program entails the monitoring of the mentoring process. In the pursuit of objectivity, the author recommends that outside consultants be used for monitoring. This monitoring should occasionally result in modifications to the program, retraining of participants, and reassignment of mentors.

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