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 companies file such favorable effects as decreased turnover, elevated organizational dedication, and more suitable succession making plans. upload to quite low in cost and it turns into transparent why formal mentoring courses became a favored technique of administration improvement. regardless of their frequent use, besides the fact that, it's been tricky for practitioners to discover info at the music list of such courses and the way to construct them. This e-book summarizes 80 books and articles chosen from the sensible and educational literature. The studies of people and agencies with formal mentoring courses are defined, with more information approximately merits and downsides, organizational goals, and techniques for development potent courses.
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Example text
These include making the boss an active participant in the protégé’s development plans, structuring some planned interactions between the boss and the mentor, alerting the boss to opportunities to watch the mentor work with people, and using the program to make the boss aware of the benefits of human resources development. A program coordinator is responsible for assisting in the selection, matching, and orientation of program participants and mentors. Chapter 11 gives suggestions for the selection, training, and development of responsibilities for a program coordinator.
Most of the respondents indicated that mentors played multiple roles, including sharing knowledge, acting as a confidential counselor, facilitating career development, and helping improve performance. The most commonly cited purpose of the program was for self-development, followed by integration and promotion. The most common program participants included newgraduate hires, followed by staff involved in internal programs such as training programs. Surprisingly, mid-level and senior managers were not commonly targeted by the organizations.
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.