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Mentoring Presentation

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Mentoring Presentation

  1. 1. OUTLINE OF PRESENTATION DEFINITION OF MENTOR FACTS ABOUT MENTORING BENEFITS AND COSTS OF MENTORING MENTORING IN AN ONBOARDING PROGRAM CONCLUSION
  2. 2. WHAT IS A MENTOR? • A SENIOR LEVEL OF MANAGEMENT WHO IS : • INFLUENTIAL • PROVIDES KNOWLEDGE AND EXPERIENCE • “PERFORM[S] CAREER AND PSYCHOSOCIAL ASSISTANCE” ORTIZ- WALTERS (2009, P.26).
  3. 3. FACTS ABOUT MENTORING • MENTORING IS IMPORTANT • MENTORING IS EFFECTIVE • MENTORING IS FLEXIBLE • MENTORING IS SCALABLE • MENTORING IS BUILDS DEPTH (MARTIN, ROBINSON, & ZACHARY, 2011).
  4. 4. FACTS, CONT. • IN ORDER TO ENSURE A SUCCESSFUL MENTOR/MENTEE RELATIONSHIP, MENTORS AND ORGANIZATION MUST: • MULTIPLE MENTORS • DON’T WAIT INITIATE • NETWORK BUT UPWARD • BE A TEAM LEADER WORK WELL WITH OTHERS • AVOID THE NEGATIVES • MENTORS AND SUPERVISORS • E-MENTORING • BE WILLING TO LEARN ( VIATOR, & DALTON, 2011).
  5. 5. BENEFITS BENEFITS FOR A MENTOR INCLUDE SKILL ENHANCEMENT ENCOURAGEMENT FOR GROWTH A WAY TO GIVE BACK EXPOSES NEW THOUGHTS PROFESSIONAL SATISFACTION (MARTIN, ROBINSON, & ZACHARY, 2011)
  6. 6. COSTS OF MENTORING RAGINS AND SCANDURA (1994) CONCLUDED THAT THE COSTS OF MENTORING INCLUDE, TIME, ENERGY, AND REPUTATION. MENTORS RUN THE RISK OF A NEGATIVE REPUTATION IN THE ORGANIZATION IF THE MENTEE SEES THE RELATIONSHIP AS A WASTE OF TIME.
  7. 7. MENTORING AND ONBOARDING • MENTORING CAN BE USED IN THE “ONBOARDING”, OR “ORGANIZATIONAL SOCIALIZATION” PROCESS USED TO DEVELOP LEADERS (SILZER & DOWELL, 2010). • TAKES PART IN CREATING A DEVELOPMENT PLAN TO SUPPORT THE LEADERS GOALS. • WORKS TOGETHER WITH LEADER TO IDENTIFY STRENGTHS AND WEAKNESSES • HELPS LEADER WITH TIME MANAGEMENT • HELPS LEADER AVOID DISTRACTIONS
  8. 8. ANY QUESTIONS?
  9. 9. REFERENCESANONYMOUS (2010) SHARE BABY BOOMERS KNOWLEDGE WITH INTERGENERATION MENTORING. HR FOCUS, 87(2), 7-11. BLOOMBERG, MARK, MD, MBA, C.P.E., F.A.C.P.E. (2014). THE ROLE OF MENTORING. PHYSICIAN EXECUTIVE, 40(2), 88-90. KAHLE-PIASECKI, L. (2011) MAKING A MENTORING RELATIONSHIP WORK: WHAT IS REQUIRED FOR ORGANIZATION SUCCESS. JOURNAL OF APPLIED BUSINESS AND ECONOMICS, 12(1), 46-56. MARTIN, L., ROBINSON, T., & ZACHARY, L. (2011) WHY SHOULD YOU GET ON THE BOARD THE MENTOR SHIP? THE PUBLIC MANAGER, WINTER, 42-45 ORTIZ-WALTERS, R. (2009). MENTORSHIP COLLABORATIONS: A LONGITUDINAL EXAMINATION OF THE ASSOCIATION WITH JOB PERFORMANCE AND GENDER. JOURNAL OF BUSINESS & ECONOMIC STUDIES, 15(1), 26-47. .
  10. 10. REFERENCES, CONT. RAGINS, B.R., & SCANDURA, T.A. (1994). GENDER DIFFERENCES IN EXPECTED OUTCOMES OF MENTORING RELATIONSHIPS. ACADEMY OF MANAGEMENT JOURNAL, 37(4), 957-970 SILZER, R., & DOWELL, B.E., (2010). STRATEGY-DRIVEN TALENT MANAGEMENT: A LEADERSHIP IMPERATIVE. SAN FRANCISCO, CA. JOSSEY-BASS. UDEH, I.E., & OMAR, A. (2009). STRATEGIC VERSUS GRATUITOUS MENTORING: A PRELIMINARY INVESTIGATION. PROCEEDINGS OF THE ACADEMY OF STRATEGIC MANAGEMENT, 8(1), 44-47. VIATOR, R. E., PHD., & DALTON, DEREK, C.P.A., PHD. (2011). EIGHT WAYS TO EXPAND YOUR MENTORING NETWORK. JOURNAL OF ACCOUNTANCY, 212(4), 44-47, 10.

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