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Mentoring and Growth 
• Mentoring and the Australian workplace 
• Formal and Informal Mentoring Programmes 
• Success vari...
What is Mentoring? 
“Mentor” was Homer’s good friend 
It is a conscious, collaborative and voluntary relationship between ...
Role of the mentor 
• Coach 
• Facilitator 
• Counselor 
• Networker
General Examples of 
M•eWnomteon erxeicnutivges assist other women to break the "glass ceiling" 
• Senior citizens demonst...
Where does it occur? 
• Educational or academic mentoring. 
• Personal development mentoring 
• Career mentoring 
• Within...
Employee to Employee 
• Skills mentoringMentoring 
• Career mentoring 
• Leadership development and succession 
• Diversit...
Benefits for the Organisation 
☺• Builds an organization of learning 
• Vehicle for sharing knowledge 
• Faster learning. ...
Benefits for the Mentoree ☺ • Efficient Training 
• Complements formal study / training and development iniatives 
• Devel...
Benefits for the Mentor☺ 
• Feeling of responsibility and professional recognition 
• Enhanced skills in coaching, counsel...
Success variables for a 
productive mentoring 
rel•aAt giooodn mastchh bieptween mentor and mentoree 
• Structure 
• Commi...
How to get it started in your 
organisation? 
• Prepare 
• Organizational readiness? 
• Focused on business results. 
• As...
Pitfalls  
• Negative experiences can include poor fit, 
anti social behaviour 
• Neglectful mentors
Some Australian 
Organisations 
• State Rail Authority of NSW 
• Pfizer Australia 
• Citibank 
• BHP Engineering 
• BHP Po...
Case Study - Westpac 
Westpac's mentoring was born out of a need, expressed at focus groups of managers 
and executive man...
Summary 
• Mentoring is increasing in prevalence in the Australian workplace 
• Mentoring is good for everyone if it is do...
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Mentoring and Growth

  1. 1. Mentoring and Growth • Mentoring and the Australian workplace • Formal and Informal Mentoring Programmes • Success variables for a productive mentoring relationship
  2. 2. What is Mentoring? “Mentor” was Homer’s good friend It is a conscious, collaborative and voluntary relationship between an inexperienced and experienced person that aims for a significant and positive impact on the inexperienced person. A mentor will help the mentoree (or protégé) to both set important goals and develop the skills to reach them. Two types - natural and planned mentoring .
  3. 3. Role of the mentor • Coach • Facilitator • Counselor • Networker
  4. 4. General Examples of M•eWnomteon erxeicnutivges assist other women to break the "glass ceiling" • Senior citizens demonstrate hobbies to elementary students • Business managers take new employees "under their wings" • Volunteers partner with students at risk of dropping out of school • People managing life challenges provide support and wisdom to others • Older students help younger students cope with peer pressure • University alumni provide guidance to students seeking business careers • Experienced faculty members assist their newer colleagues • Successful business people help new entrepreneurs starting out
  5. 5. Where does it occur? • Educational or academic mentoring. • Personal development mentoring • Career mentoring • Within organisations • Between organisations
  6. 6. Employee to Employee • Skills mentoringMentoring • Career mentoring • Leadership development and succession • Diversity mentoring • New hire mentoring • Certification and re-certification mentoring • Affirmative Action • Education Support
  7. 7. Benefits for the Organisation ☺• Builds an organization of learning • Vehicle for sharing knowledge • Faster learning. • Develops under-performers • Converts training to results • Encourages individual growth • Managed careers • Bridges competency gaps • Development of leaders • Aids with organizational change (for example M&A, downsizing). • Develops networks within an organization • Facilitates internal hiring and transfers. • Discovery of talent • Communication of values, goals and plans • Demonstration of personal and professional standards • Fostering of shared values and team work • Source of objective feedback • Improves the pool of talent for jobs at all levels • Increase in staff satisfaction • Improved morale and motivation • Better productivity • Better employee retention
  8. 8. Benefits for the Mentoree ☺ • Efficient Training • Complements formal study / training and development iniatives • Develop new and different perspectives • Self directed learning – Mentoree agrees objectives with mentor • Development of knowledge about the organization • Observe and emulate role models • Networking • Visibility • Career • Mobility • Test ideas on a confidential, nonjudgmental sounding board • Assistance with planning • Opportunities to meet people and to demonstrate skills • Increased self-confidence • Explore potential • Challenged to use talents and share expertise
  9. 9. Benefits for the Mentor☺ • Feeling of responsibility and professional recognition • Enhanced skills in coaching, counseling, listening and modeling as opposed to directing • Appreciation of barriers at lower levels within an organization • Opportunity to learn from mentoree • Satisfaction of contributing to someone’s development • Explore new approaches and perspectives • Enhance professional networks • Demonstrate expertise and share knowledge
  10. 10. Success variables for a productive mentoring rel•aAt giooodn mastchh bieptween mentor and mentoree • Structure • Commitment by both parties • Trial period • Give up “instant gratification” – do not expect instant results • Evaluate against goals
  11. 11. How to get it started in your organisation? • Prepare • Organizational readiness? • Focused on business results. • Assess the skills of mentors and mentorees. • Develop matching strategies • Commitment of executives • Administrative tool for matching and tracking program. • Implement • Orientation for mentors and mentorees • Processes and guidelines • Training • Evaluate • Qualitative feedback important
  12. 12. Pitfalls  • Negative experiences can include poor fit, anti social behaviour • Neglectful mentors
  13. 13. Some Australian Organisations • State Rail Authority of NSW • Pfizer Australia • Citibank • BHP Engineering • BHP Port Headland • Westpac Banking Corporation • MLC / Lend Lease • Zurich Australia • Austrade • Commonwealth Department of Finance and Administration • Sydney Water Utilities • Australian Libraries & Information Association • AGL • Department of Health & Family Services • Australian Film Commission • Restaurant and Catering Industry Association of NSW • Australian Securities Commission • IIR Conferences • ABC Television • City Rail South • Ministry for the Status and Advancement for Women (NSW) • Lend Lease Learning The Growth Connection
  14. 14. Case Study - Westpac Westpac's mentoring was born out of a need, expressed at focus groups of managers and executive managers, to examine career progression and to retain high potential people resources particularly for female staff) within the company. • Westpac Success Keys – Set clear objectives and measures to manage expectations – Ensure management buy-in and support. Get the initial content of the training workshops "right" upfront. – Appoint dedicated resources to manage the program. – Have the workshops run off-site with a good facilitator. – Be clear with groups on the time needed to ensure a successful mentoring relationship. – Continually support participants (with verbal and written materials sent out). – Ensure continual communication - feeding back results. © Copyright The Growth Connection Pty. Ltd. 1999 - 2001
  15. 15. Summary • Mentoring is increasing in prevalence in the Australian workplace • Mentoring is good for everyone if it is done properly • Good planning is key to success

Mentoring and Growth

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