Mentoring Employees - Tom Themelis - #TorontoHR
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Tom Themelis at #TorontoHR shares a tactical framework for mentorship programs that will help you retain talent and grow your organization.
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Recommended
How to Create Mentoring Programs That Work | Webinar 05.26.15
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more!
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
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Keys to Successful Mentoring Programs
The document outlines a mentoring training program for mentors and proteges. It provides definitions of mentoring, mentors, and proteges. It details the objectives of the mentoring relationship and program. The mentoring process involves proteges and mentors registering online, completing assessments, attending workshops, setting goals and development plans, having regular meetings, providing feedback, and completing evaluations. Tools and resources are available on the mentoring website to guide the process.
A Simple Guide for Mentoring
Mentoring involves a developmental relationship where an experienced person provides guidance and support to help a mentee achieve personal and career goals. The relationship is based on trust and involves coaching, counseling, sharing knowledge, and providing emotional support. An effective mentor acts as a role model, facilitates the mentee's growth, and helps the mentee develop new skills and perspectives over the long term through both directive and non-directive influence. Key responsibilities of mentors include listening without judgment, asking questions to help mentees learn, and supporting mentees as they work to find their own solutions.
Mentoring for Career Development
The document discusses the role of mentoring in career development. It defines mentoring as a synergistic relationship where two or more people engage in a process to achieve more than what each could alone. Mentoring involves sharing experience to help mentees develop and advance their careers. Effective mentoring utilizes a contemporary mindset where mentees seek mentors regardless of age or position and mentors act as sounding boards rather than telling mentees what to do. The benefits of mentoring include enhanced training, improved performance, wider networks, and increased self-confidence. Both informal and formal mentoring are discussed as effective approaches.
Mentoring for success
The document outlines the steps to successful mentoring relationships. It discusses the roles and responsibilities of mentors and mentees. The seven steps include: learning about mentoring, discussing keys to success, having initial and follow up meetings, concluding the partnership, and considering a formal mentoring program. Mentors are responsible for sharing expertise, expanding networks, and providing feedback. Mentees are responsible for setting goals and being open to learning. The benefits for both include personal and career development.
9 Mentoring Best Practices
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Mentoring Presentation 1
This document outlines the roles and responsibilities of mentors. It defines mentoring as a method of staff development where a mentor is actively involved in a mentee's professional and personal growth. A mentor guides, inspires, encourages, and advises a mentee. Mentoring functions include career development through exposure, coaching, and sponsorship, as well as psychosocial support through acceptance, counseling, and role modeling. The goals of mentoring are succession planning, promoting diversity, and facilitating organizational change. Effective mentoring strategies include frequent contact, providing advice and direction without being the sole source of answers, understanding the mentee's perspective, and tailoring the experience to each individual.
What is mentoring
Mentoring involves a more experienced person sharing knowledge and skills to help others progress in their careers. It benefits both mentees through faster growth and networking, and mentors through rewarding experiences that aid their own development. Good mentors are willing to share expertise, act as role models, take personal interest, provide guidance and feedback, and motivate through example. Organizations can embed mentoring culture by including it in training agendas, prioritizing personal goal-setting, embracing direct feedback across all levels, and providing broad access to leadership. Mentoring programs ultimately contribute to a more engaged and developed workforce.
Recommended
How to Create Mentoring Programs That Work | Webinar 05.26.15
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more!
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
Keys to Successful Mentoring Programs
The document outlines a mentoring training program for mentors and proteges. It provides definitions of mentoring, mentors, and proteges. It details the objectives of the mentoring relationship and program. The mentoring process involves proteges and mentors registering online, completing assessments, attending workshops, setting goals and development plans, having regular meetings, providing feedback, and completing evaluations. Tools and resources are available on the mentoring website to guide the process.
A Simple Guide for Mentoring
Mentoring involves a developmental relationship where an experienced person provides guidance and support to help a mentee achieve personal and career goals. The relationship is based on trust and involves coaching, counseling, sharing knowledge, and providing emotional support. An effective mentor acts as a role model, facilitates the mentee's growth, and helps the mentee develop new skills and perspectives over the long term through both directive and non-directive influence. Key responsibilities of mentors include listening without judgment, asking questions to help mentees learn, and supporting mentees as they work to find their own solutions.
Mentoring for Career Development
The document discusses the role of mentoring in career development. It defines mentoring as a synergistic relationship where two or more people engage in a process to achieve more than what each could alone. Mentoring involves sharing experience to help mentees develop and advance their careers. Effective mentoring utilizes a contemporary mindset where mentees seek mentors regardless of age or position and mentors act as sounding boards rather than telling mentees what to do. The benefits of mentoring include enhanced training, improved performance, wider networks, and increased self-confidence. Both informal and formal mentoring are discussed as effective approaches.
Mentoring for success
The document outlines the steps to successful mentoring relationships. It discusses the roles and responsibilities of mentors and mentees. The seven steps include: learning about mentoring, discussing keys to success, having initial and follow up meetings, concluding the partnership, and considering a formal mentoring program. Mentors are responsible for sharing expertise, expanding networks, and providing feedback. Mentees are responsible for setting goals and being open to learning. The benefits for both include personal and career development.
9 Mentoring Best Practices
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Mentoring Presentation 1
This document outlines the roles and responsibilities of mentors. It defines mentoring as a method of staff development where a mentor is actively involved in a mentee's professional and personal growth. A mentor guides, inspires, encourages, and advises a mentee. Mentoring functions include career development through exposure, coaching, and sponsorship, as well as psychosocial support through acceptance, counseling, and role modeling. The goals of mentoring are succession planning, promoting diversity, and facilitating organizational change. Effective mentoring strategies include frequent contact, providing advice and direction without being the sole source of answers, understanding the mentee's perspective, and tailoring the experience to each individual.
What is mentoring
Mentoring involves a more experienced person sharing knowledge and skills to help others progress in their careers. It benefits both mentees through faster growth and networking, and mentors through rewarding experiences that aid their own development. Good mentors are willing to share expertise, act as role models, take personal interest, provide guidance and feedback, and motivate through example. Organizations can embed mentoring culture by including it in training agendas, prioritizing personal goal-setting, embracing direct feedback across all levels, and providing broad access to leadership. Mentoring programs ultimately contribute to a more engaged and developed workforce.
Mentoring Training for PMI Metrolina Mentoring Program
This was a training program for both mentors and mentees. It was a kickofff to our mentoring program for 2013.
Performance coaching n mentoring
This document discusses coaching and mentoring. It defines coaching as a facilitative process that stimulates and challenges the coachee in a time-bound manner, while mentoring is an ongoing, long-term relationship without a strict structure. Effective coaching requires skills like active listening, questioning, and feedback, as well as emotional intelligence. Several coaching models are presented, including the GROW model, which structures coaching conversations around goals, reality, options, and will/commitment. Managers can act as coaches if they adopt an empathetic approach different from traditional management and address potential resistance from staff.
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An effective mentoring program supports leadership development and healthy workplace relationships. It fosters succession planning and requires management and employee commitment. The presentation defines mentoring, distinguishes it from coaching, and outlines the importance for organizations, mentors, and mentees. It discusses characteristics of effective mentoring relationships and roles of mentors in providing guidance, sharing experience, and helping mentees understand organizational culture. The presentation provides templates for mentoring sessions and answers frequently asked questions about establishing and evaluating successful mentoring relationships.
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The document provides information about developing an effective mentoring program. It discusses:
- The benefits of mentoring programs for organizations in reducing turnover costs and strengthening talent pools.
- Components of an FBI mentoring program including roles of mentors and mentees, program goals of building communication and leadership skills, and guidelines on meeting schedules and evaluations.
- Forms and resources used in the FBI mentoring program such as fact sheets, agreements, evaluations, and developmental planning tools.
Coaching & mentoring
The document provides an in-depth analysis of coaching and mentoring. It defines coaching and mentoring, outlines their key differences, and examines how organizations incorporate them. Coaching focuses on short-term tasks while mentoring emphasizes long-term development. Several companies are discussed that employ coaching and mentoring programs, including Coca-Cola, Deutsche Bank, Barclays Wealth, Tesco and Saint-Gobain. Surveys show benefits include retention and personal development, while challenges include poor matching and lack of support.
Mentoring main
Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.
Principles of Coaching
The document discusses the principles of coaching. It defines coaching as a collaboration between a coach and coachee to create insights and ideas needed for desired change. The coach's responsibilities are to keep focus on goals, facilitate thinking, and provide feedback, while the coachee generates ideas, takes action, and reports progress. Coaching differs from counseling, training, mentoring and management. Coaching addresses current work issues for a set period through questioning, while counseling addresses long-term personal issues. External coaches offer specialist skills but may lack organization knowledge, while internal coaches have context but could be distracted or biased. Coaching can be formal for urgent tasks or informal for demonstration. Successful coaching relies on equal partnership, openness based on
Developing mentoring program
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
How to Create a Mentoring Program That Works | Webinar 08.18.15
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
Mentoring
The document provides guidance on creating a mentoring program within an organization. It outlines objectives like developing talent, providing career guidance, and helping mentees achieve goals. Mentees are less experienced employees and mentors are highly experienced employees selected for their skills and ability to guide others. The program must have management support and a steering committee. Mentor-mentee pairings are determined based on candidate profiles. Ground rules include regular formal meetings and action plans for mentees. Training orients participants and provides examples. The roles of mentors in challenging and supporting mentees, and obligations of mentees to be open, are also defined.
Mentoring Presentation
This document discusses mentor-mentee relationships. It defines mentoring as helping others manage their own learning to reach their potential. The role of the mentor is to understand professional processes, provide support and feedback, and help mentees develop skills and find opportunities. The role of the mentee is to take charge of their development, set the agenda for meetings, and reflect on their progress. It also stresses the importance of having a mentoring agreement to define expectations and provide structure to prevent relationship issues.
Coaching skills for_managers
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MENTORING POWERPOINT
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
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This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.Mentoring handbook
Mentoring involves an experienced teacher providing guidance and support to a new or less experienced teacher. It aims to help novice teachers transition into the profession and continue developing their skills. Some common misconceptions are that mentors have power over mentees, must be older, and take a long time. However, mentoring can be a mutually beneficial relationship regardless of age, last various durations, and involve different communication methods beyond just face-to-face. Setting up formal mentoring programs in institutions can help pair teachers and provide structure to support novice teachers entering the field.
Creating A Successful Mentor Program
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
Mentoring
The document discusses the history and types of mentoring. It begins by explaining that the concept of mentoring originated from Homer's Odyssey, in which the character Mentor acted as a counselor and teacher to Telemachus. By the late 1700s, the word "mentor" came to mean a wise counselor. The document then defines mentoring as a learning relationship where a more experienced person provides guidance to a less experienced person. It proceeds to describe different types of mentoring relationships, including supervisory mentoring, situational mentoring, flash mentoring, and mentoring circles.
Coaching Skills
This document discusses coaching and counseling in the workplace. It defines coaching as a directive process led by managers to train employees, while counseling is a supportive process to help employees address personal issues affecting work. The effectiveness of coaching can be measured by comparing results to predefined criteria and whether it improves performance. Benefits of coaching include developing employees, managing priorities, improving productivity, and increasing job satisfaction. Candidates for coaching must be open to feedback and improving, aware of needs and consequences of not improving, and able to commit time to coaching. The document provides tips for coaching, such as focusing feedback on behaviors, not judgments, and discussing changeable behaviors. It also outlines steps in disciplinary action.
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Program performance management
Mentoring programs can provide numerous benefits to both mentees and mentors such as career advancement, networking opportunities, and development of coaching skills. However, for a mentoring program to be successful, it is important to establish clear goals, ensure support from senior management, and consider factors such as matching mentors and mentees appropriately and providing training. Both formal and informal mentoring programs can be effective, depending on the organization's culture.
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Performance coaching n mentoring
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What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss:
• Why coaching skills are important
• Traditional coaching models and how we can improve them
• Emerging principles and competencies for managers and leaders
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www.bizlibrary.com
Be like mentor
An effective mentoring program supports leadership development and healthy workplace relationships. It fosters succession planning and requires management and employee commitment. The presentation defines mentoring, distinguishes it from coaching, and outlines the importance for organizations, mentors, and mentees. It discusses characteristics of effective mentoring relationships and roles of mentors in providing guidance, sharing experience, and helping mentees understand organizational culture. The presentation provides templates for mentoring sessions and answers frequently asked questions about establishing and evaluating successful mentoring relationships.
Mentoring Slides
The document provides information about developing an effective mentoring program. It discusses:
- The benefits of mentoring programs for organizations in reducing turnover costs and strengthening talent pools.
- Components of an FBI mentoring program including roles of mentors and mentees, program goals of building communication and leadership skills, and guidelines on meeting schedules and evaluations.
- Forms and resources used in the FBI mentoring program such as fact sheets, agreements, evaluations, and developmental planning tools.
Coaching & mentoring
The document provides an in-depth analysis of coaching and mentoring. It defines coaching and mentoring, outlines their key differences, and examines how organizations incorporate them. Coaching focuses on short-term tasks while mentoring emphasizes long-term development. Several companies are discussed that employ coaching and mentoring programs, including Coca-Cola, Deutsche Bank, Barclays Wealth, Tesco and Saint-Gobain. Surveys show benefits include retention and personal development, while challenges include poor matching and lack of support.
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Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.
Principles of Coaching
The document discusses the principles of coaching. It defines coaching as a collaboration between a coach and coachee to create insights and ideas needed for desired change. The coach's responsibilities are to keep focus on goals, facilitate thinking, and provide feedback, while the coachee generates ideas, takes action, and reports progress. Coaching differs from counseling, training, mentoring and management. Coaching addresses current work issues for a set period through questioning, while counseling addresses long-term personal issues. External coaches offer specialist skills but may lack organization knowledge, while internal coaches have context but could be distracted or biased. Coaching can be formal for urgent tasks or informal for demonstration. Successful coaching relies on equal partnership, openness based on
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How to Create a Mentoring Program That Works | Webinar 08.18.15
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www.bizlibrary.com
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The document provides guidance on creating a mentoring program within an organization. It outlines objectives like developing talent, providing career guidance, and helping mentees achieve goals. Mentees are less experienced employees and mentors are highly experienced employees selected for their skills and ability to guide others. The program must have management support and a steering committee. Mentor-mentee pairings are determined based on candidate profiles. Ground rules include regular formal meetings and action plans for mentees. Training orients participants and provides examples. The roles of mentors in challenging and supporting mentees, and obligations of mentees to be open, are also defined.
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This document discusses mentor-mentee relationships. It defines mentoring as helping others manage their own learning to reach their potential. The role of the mentor is to understand professional processes, provide support and feedback, and help mentees develop skills and find opportunities. The role of the mentee is to take charge of their development, set the agenda for meetings, and reflect on their progress. It also stresses the importance of having a mentoring agreement to define expectations and provide structure to prevent relationship issues.
Coaching skills for_managers
This document outlines the agenda and content for a coaching skills workshop for managers. The workshop will address coaching fundamentals like the differences between coaching, mentoring and training. It will cover coaching principles such as learning styles and barriers. Various coaching methods like the GROW model and giving feedback will be taught. The workshop aims to provide managers with the skills to effectively coach their employees to improve performance.
MENTORING POWERPOINT
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
Developing, Implementing, and Assessing Mentoring Programs
Developing, Implementing, and Assessing Mentoring Programs Organization Development Network of Western New York
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.Mentoring handbook
Mentoring involves an experienced teacher providing guidance and support to a new or less experienced teacher. It aims to help novice teachers transition into the profession and continue developing their skills. Some common misconceptions are that mentors have power over mentees, must be older, and take a long time. However, mentoring can be a mutually beneficial relationship regardless of age, last various durations, and involve different communication methods beyond just face-to-face. Setting up formal mentoring programs in institutions can help pair teachers and provide structure to support novice teachers entering the field.
Creating A Successful Mentor Program
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
Mentoring
The document discusses the history and types of mentoring. It begins by explaining that the concept of mentoring originated from Homer's Odyssey, in which the character Mentor acted as a counselor and teacher to Telemachus. By the late 1700s, the word "mentor" came to mean a wise counselor. The document then defines mentoring as a learning relationship where a more experienced person provides guidance to a less experienced person. It proceeds to describe different types of mentoring relationships, including supervisory mentoring, situational mentoring, flash mentoring, and mentoring circles.
Coaching Skills
This document discusses coaching and counseling in the workplace. It defines coaching as a directive process led by managers to train employees, while counseling is a supportive process to help employees address personal issues affecting work. The effectiveness of coaching can be measured by comparing results to predefined criteria and whether it improves performance. Benefits of coaching include developing employees, managing priorities, improving productivity, and increasing job satisfaction. Candidates for coaching must be open to feedback and improving, aware of needs and consequences of not improving, and able to commit time to coaching. The document provides tips for coaching, such as focusing feedback on behaviors, not judgments, and discussing changeable behaviors. It also outlines steps in disciplinary action.
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Emily Bennington successfully turned her very first boss into her mentor and, later, her coauthor. This webinar explores what both parties must contribute to build a mutually-rewarding experience.
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Similar to Mentoring Employees - Tom Themelis - #TorontoHR
Program performance management
Mentoring programs can provide numerous benefits to both mentees and mentors such as career advancement, networking opportunities, and development of coaching skills. However, for a mentoring program to be successful, it is important to establish clear goals, ensure support from senior management, and consider factors such as matching mentors and mentees appropriately and providing training. Both formal and informal mentoring programs can be effective, depending on the organization's culture.
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Becoming an employer of choice
overview of what it takes to become an employer of choice - much talked about initiative but in my experience poorly understood
Employee engagement
The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
- Employee engagement refers to an employee's positive attachment and enthusiasm for their work, colleagues, and organization that influences their performance and willingness to contribute further.
- Highly engaged employees benefit organizations through improved performance, communication, customer satisfaction, teamwork and lower turnover.
- Managers play a key role in driving engagement through recruiting the right people, coaching, communicating clear objectives, and showing appreciation for good work.
- Engagement can be measured through surveys that assess employees' pride, motivation, and likelihood to recommend the organization to others. Regular measurement helps identify areas for improvement.
The importance of communication
It is important for managers to communicate with their teams in several ways:
1. Managers should consult with their team on work to be allocated to ensure everyone understands their roles and the company operates efficiently.
2. Managers must consult with HR and other relevant groups on available resources to have the information needed to best allocate work.
3. Explaining the organization's code of conduct to the team is crucial so all employees understand expected behaviors and the company avoids risks.
4. Agreeing on performance indicators with staff beforehand allows everyone to prioritize work and focus on goals.
Faith based team mentoring training cd
The document provides guidance for faith-based team mentoring. It outlines the roles of an administrator, primary mentor, special events coordinator and financial planner on the mentoring team. It discusses preparing for mentoring through prayer, establishing boundaries, and focusing on developing the participant's relationship with God and movement toward self-reliance. The document also covers addressing obstacles, the stages of mentoring, and the importance of focusing on building relationships and moving the participant toward dignity and responsibility.
Hs300 m5 3 effective organizing & culture
1. Effective planning is essential for organizing to avoid mistakes and ensure objectives are achieved. The structure should fit individual capabilities and future needs.
2. Maintaining flexibility through occasional reorganization allows the structure to adapt to changes in leadership, products, markets and other factors. Moderate and continuous readjustment prevents stagnation.
3. Leaders influence organizational culture through communicating their values, which guide employee behavior in working towards goals. Culture is stable but can change over long periods if values, symbols and behaviors are altered.
MBA 687 Employee Engagement Surveys Response Rate
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
MBA 687 Employee Engagement Surveys Response Rate
MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent. ...
Ingenium Brochure
This document provides information about a family business consulting firm called Ingenium. It offers services such as family business assessments, succession planning, management and leadership development, and people assessments to help family businesses create sustainable growth across generations. The firm assists families and closely held businesses with multi-generational planning by addressing issues related to ownership and management succession planning. It also advertises upcoming development programs in youth leadership, family business management, and leadership.
Motivational Interviewing: The Key to Effective Conversations About Change
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
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Hr project
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Engaging Non Engaged Employees
How does one engage non-engaged employees - Presented to a group of HR executives in a conference in Melbourne
Chapter 3 stratergic talent mgt
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Creating a Culture of Feedback & Recognition.pdf
- Feedback improves employee engagement, retention, and performance when provided frequently and meaningfully. It should be a regular part of conversations between managers and direct reports.
- Effective feedback is specific, actionable, and focused on performance rather than personal attributes. It also includes recognition for positive behaviors and achievements.
- Building a strong feedback culture requires training employees to give and receive feedback well, setting clear expectations, emphasizing feedback for all levels, and using feedback to inform decisions.
Master Class on Talent Management & Engagement - Deepak Bharara
Workplace 2020 Master Class on Talent Management & Engagement - Deepak Bharara, CHRO, Lanco Infratech Limited
Leadership Accelerator: Unleashing Potential in Younger Employees.pptx
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
CareerIQ
This document discusses the CareerIQ professional development program and its phases:
- The CREATE phase establishes goals and takes personal and career inventories to develop an action plan.
- The CULTIVATE phase focuses on mastering executive competencies like decision making, relationships, and communication through implementing the action plan.
- The CONQUER phase has participants apply their learning outside their comfort zone to transform their careers.
- The SUCCEED phase makes participants their own career coaches with support networks to implement long-term success plans.
The CareerIQ program aims to help individuals take control of their careers through an individualized and experiential leadership development process.
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Motivational Interviewing: The Key to Effective Conversations About Change
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Developing your Employee Engagement Strategy for Business Success: Part 1
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In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
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Mentoring Employees - Tom Themelis - #TorontoHR
- 1. MENTORINGA Story by Tom Themelis
- 3. QUESTION: Is there a “growing” perception in your organization that employees expected to be promoted?
- 4. But Your Culture is Awesome, Eh!
- 5. When is my promotion coming…and where am I going with my career at my company?
- 6. YOU ARE NOT ALONE This is happening everywhere and here’s why!
- 7. Career Opportunity is the top reason for Voluntary Turnover 74%
- 8. We Need to Help Employees Focus on Career Growth not Promotion Which Culture Do You Have?
- 10. What We Will Cover 1. MentorshipFRAMEWORK 2. Avoiding FAILS 3. Having a STRATEGY 4. Closing THOUGHTS
- 12. QUESTION: How would you define Mentorship?
- 13. Mentorship • First, and foremost, it is part of career/succession planning. • It is a strategic approach to developing, growing & retaining employees. • It is a program that should reflect the unique culture of your organization. • It is a proven approach that will help drive a growth based culture.
- 14. Everyone Benefits Who Benefits Mentoree • Providesan importantnetworking contact • Helps them learn to take better controltheir career • Increasesself-confidence • Accessto new resources Mentor • Helps re-energize their career • Allows the them to "give back" • HIPOsneed to be recognized, motivatedand inspired Organization • Conveysthe organizationis willing to invest in its employees • Fostersmoreloyal employees • Can lead to increase retention& productivity • Promotesa sense of collaborationand harmony within the organization • Improvesthe employee brand to the outside world
- 15. Program Framework RECRUIT THE PARTICIPANTS CONNECT MENTOR &MENTOREE MENTOR MEASURE PROGRAM SUCCESS Onboard& Train Kick Off & Buildthe Relationship Mentorship Begins Impact & Results MENTORSHIP PROGRAM FRAMEWORK Talent Review HIPO Emerging At Risk Learning Plan Introduce Roles Process Action Plan Start Check In 1:1 Share ROI- KPI Recognize Celebrate Reinforce
- 17. Did it stick?
- 18. Avoiding FAILS
- 19. Some reasons it FAILED • Very little advocacy from the top-down • Management/employeesare not committedto it • Lack of consistencyand frequency of communication • There is no structure/process…noone knows how to play • Is it too informal? • Who is accountable for it? • It’s not linked to the business strategy & needs
- 20. Biggest reason programs like this FAIL
- 22. ChangeStages Behaviour Change What’sInvolved? Awareness “I know what this is about and how it affects me and the organization” Showthe link to the Business Need Communication Plan Advocates from Top Down Define the Owner Attain agreement on the program Desire “I think this is valuable to me and I want to support /participate, tell me more” Talent ReviewProcess Performance Management 1:1 Meetings Knowledge “I understand howthis works and know how to participate” Trainingsessions Learning/Career Plans Frequencyof CommunicationPlan Action “Look at me, I am participating” Pulse Check Ins - monitor progress Share status updates with company Reinforce “I know my participation was successful,to me and to the organization” Reduction in turnover Increase in Engagement levels Celebrate Success – Recognition Continuous improvement measures Reinforce programs values Change Management Strategy
- 23. Summary 1. We are aware that we are not alone in this journey! 2. We agree that a mentorship program will influence growth! 3. We understand why programs like this fail! 4. We see the value to having a change management strategy!
- 24. Closing Thoughts
- 25. the GOOD the BAD the UGLY ….it will heighten a culture of growth …everyone will want to participate …it will take time
- 26. Thank You