Mentoring Program Guide


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Mentoring Program Guide

  1. 1. National Aeronautics and Space Administration NASA Mentoring Program Framework May 2007
  2. 2. Table of Contents Section Page Agency Mentoring Goals 1 Purpose of Mentoring at NASA 1 Alignment with NASA’s Workforce Strategy 2 Technical Knowledge 2 NASA Leadership Development Framework 2 Mentoring Partnerships at NASA 3 Roles and Responsibilities 3 Mentoring Metrics 4 Mentoring Program Guidance and Handbook 4 Center Mentoring Programs and Structure 5 Appendix A: Annual Mentoring program Report Submitted by Center Mentor Coordinators 7 Appendix B: Annual Mentoring Program Report Submitted by NSSC 8
  3. 3. NASA’s Mentoring Framework Agency Mentoring Program Goals The goal of NASA’s Mentoring Program that can help in meeting the employee’s is to provide a formal or informal men- technical and/or leadership development toring experience to NASA employees. goals. Active mentoring programs sup- Such a program will be made available port employee career development goals at NASA Headquarters and each Center. and ultimately, the Agency’s mission. Programs will provide for matching em- ployees with individuals who have ex- perience, knowledge, and information Purpose of Mentoring at NASA Mentoring provides: • An open environment where • A vehicle for transferring formal to information is shared; informal organizational • Opportunities for frequent knowledge; and open interaction between • Enhanced communication and col- employees at different organiza- laboration at all levels; tional levels or disciplines; • Improved individual motivation, • Relationship-building activities performance and innovation; to share organizational knowledge; • Transfer of technical knowledge, when applicable. 1
  4. 4. Alignment with NASA’s Workforce Strategy NASA’s Workforce Strategy states that demonstrate the NASA values along with “NASA is strongly committed to a principle of the identified competencies for that role. life-long learning for its employees.” Learn- Mentoring is a specific element cited within ing focuses on both the acquisition of techni- this strategy. Mentoring and Coaching, Ex- cal knowledge and leadership development. perience (including developmental oppor- tunities), Continuing Training and Educa- Technical Knowledge tion, and Assessments are the key elements used at NASA to support the development Technical mentors thoroughly understand of Agency employees, managers, and lead- the engineering, scientific, or administra- ers. The learning provided by mentoring is tive knowledge, skills, and abilities re- both to the individual being mentored and quired for the individual to be successful in to the mentor. NASA has found both for- their position at NASA. A technical mentor mal programs and informal matches highly shares knowledge, experience, and insight valuable to the development of employ- and has the ability to effectively teach the ees. The LDF recommends levels of lead- “skills of the trade.” An effective technical ership, including individual, the influence mentor combines competence, experience, leader, first line supervisor, manager, and and the ability to communicate and listen. senior leader both be, and have, a mentor. NASA’s Leadership Development Framework Mentoring is also an essential com- ponent of NASA’s leadership de- NASA’s Leadership Development Framework velopment programs including: (LDF) defines mentoring as an informal or formal relationship, between an individual and • Senior Executive Service Career peer or a more senior manager usually out of Development Program the individual’s chain of command that targets (SESCDP). dialogue and discussion about career manage- • Leadership Development Program ment, organizational environment, technical (LDP). knowledge, etc. Mentoring is not meant to be focused solely on near-term performance. • Foundations of Influence, Rela- tionships, Success and Teamwork A mentor provides knowledge, information, (FIRST). and advice based on his/her experience. The • Academy of Program Project & focus is on passing on technical or leadership Engineering Leadership- Lead- guidance that helped the mentor be successful ers as Teachers and Mentors. in a similar situation or position in the past. (Program currently inactive.) Each leadership role within the Leadership Development Framework contains compo- nents that enable employees to achieve and 2
  5. 5. Mentoring Partnerships at NASA A formal mentoring program and/or an in- mal mentoring enables not only the growth of formal mentoring process are both accept- the individual employees but allows for the able ways of providing this development. growth and development of the organization. Formal mentoring is a system for encour- Informal mentoring processes can be equally aging development using a structured ap- valuable to employee development. The in- proach to enhancing employee talents and formal process may also include the elements abilities. It capitalizes on the experiences identified above. of successful individuals (mentors) who are committed to helping develop a highly- To be effective both the formal programs, skilled, high-performing workforce. A for- and the informal process, need to also include mal mentoring partnership is comprehen- clear and visible senior leadership support, a sive and includes development of a plan, a responsible point-of-contact that employees facilitated matching process, and specific know about, and a set of guidelines for initi- training and clear goals and measures. For- ating and sustaining mentoring relationships. Roles and Responsibilities NASA’s Office of Human Capital Manage- who supports their developmental needs with- ment (OHCM), Workforce Management and in the Center’s available resources. Development Division (WMDD) is respon- sible for creating policy, guidelines, and a NASA Center Training Officers and Mentor framework for mentoring programs within Program Coordinators are responsible for the the Agency. These policy guidelines and integrity of the mentoring programs or pro- framework are created in consultation and cesses and for providing data and information, with input and feedback from the NASA not available through SATURN required to an- Headquarters and each Center. The WMDD nually assess program effectiveness. Annual is also accountable for assessing the overall data and information reporting requirements effectiveness of NASA mentoring programs are defined in Appendix A. annually, benchmarking with industry and other Federal agencies, sharing data and NASA Shared Services Center (NSSC) is reporting effective practices and lessons responsible for obtaining data through SAT- learned, and providing advise to Centers URN and conducting an annual assessment of in establishing or redesigning programs, if Center Mentoring programs and providing an needed. overall evaluation of the program’s effective- ness Agency-wide. NASA Center Human Capital Directors (HCDs) are responsible for ensuring Center Guidelines for this report and assessment are employees have equal access to a mentor outlined in Appendix B. 3
  6. 6. Mentoring Metrics Metrics supportive of improving perfor- performance and effectiveness mance and maintaining program integrity has improved. include: o The extent to which mentoring better enabled the employee Data Measures: to achieve program goals and objectives. • Total number of formal and informal o The extent to which mentoring mentoring relationships. has improved technical • Number of employee on waiting list knowledge and leadership for mentors. capacities as defined in NASA’s • Number of available mentors. leadership model. • Program costs. Effective Practices and Lessons Learned Program Measures: to support sharing of information and • Including: continued improvement of all Center o How the mentoring program enabled mentoring programs. the employee to meet his/her devel- opmental goals. o The extent to which the employee’s Mentor Program Guidance and Handbook NASA Centers are free to establish mentor- A guide for mentoring programs is avail- ing programs, structures, and/or processes able for Center use at: that best meets their Center unique require- ments and cultural needs. coachmentor/default.html. 4
  7. 7. Center Mentoring Programs or Structure NASA Agency Lead: Christine Williams, Director Leadership Development and Executive Coaching, 202-358-2146. Center Mentoring Program Name Center Mentor & Information Coordinator Ames Informal Program in Place Jane Babicz APEX (for Program Participants) (650) 604-5281 Contact Center Mentor Coordinator Claire Smith (650) 604-0553 Dryden Mid-level Mentoring Program Leslie Doss Contact Center Mentor Coordinator (661) 276-7312 GRC Advancing Careers and Employee Jennifer Budd Success (ACES) Mentoring Program and Co-op Mentoring (216) 433-8021 Program Contact Center Mentor Coordinator GSFC Goddard Mentoring Program Mark Goldman Contact Center Mentor Coordinator (301) 286-8852 HQ Headquarters Multidimensional Sherry McAllister Mentoring Program (202) 358-1633 codec/cc/Pages/mentoring.htm JSC JSC Mentoring Program Tammie Wright http://jsc-hro-nebs:8080/ (281) 483-0592 KSC Contact Center Training Officer Jim Norman Contact Center Mentor Coordinator (321) 867-7123 5
  8. 8. Center Mentoring Program Name Center Mentor & Information Coordinator LaRC Contact Center Training Officer Donna Phillips 757-864-2595 MSFC Contact Center Mentor Officer Jannie Moyers 256-544-7552 SSC SSC Mentoring Program Anita Douglas (228) 688-3698 JPL Contact Center Mentor Coordinator Mary Ellen Derro 818-354-9833 NASA Agency NASA Leadership Development Chris Williams Programs Program (LDP) (202) 358-2146 NASA Senior Executive Service Lauren Leo Career Development Program (SESCDP) (202) 358-1333 Contact Program Director NASA Administrator’s Fellowship Mabel Mathews Program Contact Program Director (202) 358-0406 NSSC Contact Center Mentor Coordinator Cassandra Clark 228-813-6004 APPEL Academy of Program Project & Tina Chindgre Engineering Leadership (301)837-9069 Leaders as Teachers and Mentors Program Inactive Contact Program Coordinator 6
  9. 9. Appendix A Annual Mentoring Report Submitted by Center Mentor Coordinators for Fiscal Year ______ Data Measures No. Measure Number 1. Total number of formal mentoring relationships initiated this fiscal year. 2. Total number of informal mentoring relationships initiated this year. 3. Number of employee on waiting list for mentors. 4. Number of available mentors. Effective Practices and Lessons Learned 5. Effective practices and lessons learned. Submit Report annually by December 1 to: Christine Williams, NASA Office of Human Capital Management. 7
  10. 10. Appendix B Annual Mentoring Program Report Submitted by NSSC For Fiscal Year _________ Program Ratings Measures Mentor program scores received for completed mentoring partnerships. Supervisor’s may not be involved in, or have access to changes. Rating Scale for Questions 1 thru 3 Strongly Neither Agree Strongly Not Applicable Disagree nor Disagree Agree 1 2 3 4 5 N/A No. Measure Employee Supervisor Mentor Rating Rating Rating 1 The mentoring program enabled the me (the employee) to meet my (his/her) developmental goals. 2 As a result of mentoring my (the employee’s) perfor- mance and effectiveness has improved 3 As a result of mentoring I am (the employee is) better able to achieve program goals and objectives. Rating Scale for Questions 4 thru 20 Little Moderate Exceptional Not Applicable Improvement Improvement Improvement 1 2 3 4 5 N/A No. Performance Areas Employee Supervisor Mentor Rating Rating Rating 4 Knowledge of technical discipline. 5 Ability to communicate and advocate discipline-related knowl- edge. 6 Ability to actively lead and manage change. 7 Ability to maximize human capital and build employee commit- ment. (if supervisor or manager) 8 Ability to achieve program goals and objectives. 9 Judgment and decision-making ability. 10 Ability to build trust and supportive relationships. 11 Ability to manage self-development. 12 Ability to understand and leverage the informal organization. 13 Ability to design processes and achieve results. 14 Ability to anticipate and fulfill customer needs. 15 Ability to effectively allocate and manage resources. 8
  11. 11. No. Performance Areas Employee Supervisor Mentor Rating Rating Rating 16 Ability to understand and respond to internal and external strat- egy, policy, and regulations. 17 Knowledge of information technology. 18 Ability to capture and share knowledge. 19 Knowledge of policies that regulate international partnerships. 20 Understand the culture of international partnerships. 21. Areas of specific improvement as defined by participant. 22. Cost of Mentoring Program Center Cost ARC DFRC GRC GSFC HQ JSC KSC LARC MSFC SSC TOTAL COST 9
  12. 12. 23. Summary and assessment of mentoring program data. 24. Recommendations based on above assessment. Submit Report Annually by December 1 to: Christine Williams, NASA Office of Human Capital Management 10