This presentation was delivered on Monday, May 16, 2011, as part of the free monthly webinar series from Friends for Youth's Mentoring Institute.
One of the most important aspects of running a successful mentoring program is the evaluation of both participant outcomes and the quality of your service delivery. But, despite its importance, program evaluation in a mentoring context is often misunderstood, misapplied, or even feared. This webinar will attempt to take some of the mystery and insecurity out of mentoring program evaluation and goals, featuring a live demo of the Oregon Mentors Evaluation Instrument Toolkit, a collection of downloadable evaluation instruments, surveys, scales, and questionnaires designed to provide youth mentoring programs with increased access to reliable evaluation tools. This comprehensive site was developed by two organizations and our webinar features key staff from each: Mike Garringer, Resource Advisor with the National Mentoring Center, and Celeste Janssen, Program Director with Oregon Mentors.
Designed for program coordinators and other staff who may be new to evaluation concepts and resources or for those who would like a refresher, the presentation will address aligning evaluation with the true goals and activities of your program, explore new tools that can help you collect meaningful data, and review some common pitfalls that can complicate mentoring program evaluation. This presentation was featured as a pre-conference course at Friends for Youth’s January 2011 annual mentoring conference. Presented as a webinar, you will have the opportunity to learn more about free or inexpensive tools available to your program in case you missed this session.
This webinar was also offered by the Mentoring Partnership of Minnesota’s Quality in Action Webinar Series on Wednesday, May 4, 2011.
This document discusses professional development for teachers. It covers several topics:
- The importance of professional development in helping teachers develop new skills and prevent burnout.
- How a teacher's stage in their career and personality traits can influence their approach to professional development. Teachers may be at stages of survival, consolidation, renewal or maturity. Personality is influenced by traits like novelty seeking, harm avoidance, and reward dependence.
- Mentoring is proposed as a professional development tool that can adapt to individual teacher needs and variables like schedule or personal rhythm. Online mentoring using Google Sites is suggested.
The document discusses the importance of evaluating guidance programs. Evaluation is defined as determining the value and effectiveness of a program by measuring outcomes and processes. Evaluations are important for improving programs, verifying practices, identifying effective and ineffective components, and providing accountability information. Evaluation results should be used by counselors, administrators, and policy-makers to make modifications to programs and allocate resources.
This document discusses improving new hire orientation at a shipping facility to reduce safety incidents among new employees. It notes that 40% of injured workers have been on the job less than a year. The current orientation has deficiencies like not reducing new hire jitters and taking too long to reach productivity. A small focus group study was conducted providing new employees with extensive orientation and working together for three months. The results showed the training was more effective at eliminating injuries compared to the previous program. Lessons learned include continuing to monitor the program's effectiveness and providing more preparation for trainers. The conclusion is the goal is zero incidents for all employees.
The document discusses various technology-based training methods including e-learning, mobile learning, simulations, virtual reality, intelligent tutoring systems, and social media. It provides examples of different technologies used for training, benefits of technology-based training methods, factors to consider in using social media for training, and tips for developing effective online learning. The document aims to explain how new technologies can influence training and enhance learning transfer.
This document discusses training and performance management. It defines training as imparting skills and knowledge to employees. The importance, process, and methods of training like on-the-job and off-the-job are explained. Performance appraisal methods like ranking, scale rating, and critical incidents are also summarized. The document also covers performance management systems and management by objectives.
This document outlines a group project for an employee development training workshop. It includes the group members, objectives, and an agenda covering topics like the definition of employee development, approaches to development like formal education and job experiences, and the development planning process. It discusses common development strategies companies use like focusing support on high potentials, making development mandatory, or partnering through joint ventures. Overall, the document provides an overview of key concepts in employee development.
Sexual harassment is a complex issue that constitutes unwanted conduct of a sexual nature. It can take many forms, including verbal comments, non-verbal actions like staring, and promises of rewards or threats in exchange for sexual favors. The document outlines Israeli law on sexual harassment, defining it as unwanted sexually-related remarks or behavior between those in a relationship with an authority dynamic. It provides examples of abuse of authority and outlines options for filing complaints related to sexual harassment.
This document discusses professional development for teachers. It covers several topics:
- The importance of professional development in helping teachers develop new skills and prevent burnout.
- How a teacher's stage in their career and personality traits can influence their approach to professional development. Teachers may be at stages of survival, consolidation, renewal or maturity. Personality is influenced by traits like novelty seeking, harm avoidance, and reward dependence.
- Mentoring is proposed as a professional development tool that can adapt to individual teacher needs and variables like schedule or personal rhythm. Online mentoring using Google Sites is suggested.
The document discusses the importance of evaluating guidance programs. Evaluation is defined as determining the value and effectiveness of a program by measuring outcomes and processes. Evaluations are important for improving programs, verifying practices, identifying effective and ineffective components, and providing accountability information. Evaluation results should be used by counselors, administrators, and policy-makers to make modifications to programs and allocate resources.
This document discusses improving new hire orientation at a shipping facility to reduce safety incidents among new employees. It notes that 40% of injured workers have been on the job less than a year. The current orientation has deficiencies like not reducing new hire jitters and taking too long to reach productivity. A small focus group study was conducted providing new employees with extensive orientation and working together for three months. The results showed the training was more effective at eliminating injuries compared to the previous program. Lessons learned include continuing to monitor the program's effectiveness and providing more preparation for trainers. The conclusion is the goal is zero incidents for all employees.
The document discusses various technology-based training methods including e-learning, mobile learning, simulations, virtual reality, intelligent tutoring systems, and social media. It provides examples of different technologies used for training, benefits of technology-based training methods, factors to consider in using social media for training, and tips for developing effective online learning. The document aims to explain how new technologies can influence training and enhance learning transfer.
This document discusses training and performance management. It defines training as imparting skills and knowledge to employees. The importance, process, and methods of training like on-the-job and off-the-job are explained. Performance appraisal methods like ranking, scale rating, and critical incidents are also summarized. The document also covers performance management systems and management by objectives.
This document outlines a group project for an employee development training workshop. It includes the group members, objectives, and an agenda covering topics like the definition of employee development, approaches to development like formal education and job experiences, and the development planning process. It discusses common development strategies companies use like focusing support on high potentials, making development mandatory, or partnering through joint ventures. Overall, the document provides an overview of key concepts in employee development.
Sexual harassment is a complex issue that constitutes unwanted conduct of a sexual nature. It can take many forms, including verbal comments, non-verbal actions like staring, and promises of rewards or threats in exchange for sexual favors. The document outlines Israeli law on sexual harassment, defining it as unwanted sexually-related remarks or behavior between those in a relationship with an authority dynamic. It provides examples of abuse of authority and outlines options for filing complaints related to sexual harassment.
Grievance procedures provide a systematic process for employees to file complaints and resolve disagreements without resorting to strikes. They help address issues around organizational policies, supervision, contract interpretation, and more. Grievances can be filed by individual employees, unions, or in some cases employers. The procedures typically involve multiple steps of submitting the grievance to higher levels of management and may culminate in arbitration. Proper handling and resolution of grievances at early stages helps reduce conflict and maintain productive employee and labor relations.
This document outlines the key steps in the selection process for hiring employees. It discusses 8 steps: 1) preliminary interview, 2) receiving applications, 3) screening applications, 4) employment tests, 5) employment interview, 6) checking references, 7) medical examination, and 8) final selection and appointment letter. The purpose of the selection process is to identify candidates with the necessary qualifications, skills, and health to fill vacancies in an organization.
This document discusses employee development in organizations. It describes various formal education programs, assessments, and job experiences that companies use to develop employees' skills and prepare them for current or future roles. These development activities aim to improve quality, meet competitive challenges, and incorporate new technologies. The document outlines tools like the Myers-Briggs Type Indicator for assessment, and experiences like job rotation, transfers, and mentoring relationships that facilitate employee learning. Finally, it stresses that development is most effective when it is individualized, gives the employee control over their growth, and provides ongoing support.
Teacher leadership requires certain key characteristics including interpersonal skills, credibility, courage, authenticity, and the ability to empower others. Effective teacher leaders are approachable, lead by influence rather than authority, and create an environment where others can grow and be creative. Successful teacher leadership also depends on having a vision, setting an example of excellence, and paying attention to priorities and what really matters.
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
In this presentation, we will discuss the meaning, types, categories, causes, features and calculation rate of absenteeism in a professional environment and corporate organisations.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses job induction and orientation programs. It defines induction and orientation, noting that induction introduces employees to new surroundings and policies while orientation provides basic background information. The document outlines the objectives and needs addressed by induction and orientation programs, such as reducing anxiety and improving efficiency. It also describes different approaches to orientation, including individual vs collective and serial vs disjunctive styles. The planning process for induction programs includes definition, development, orientation, operation, and evaluation phases. Sample induction programs from the Department of Education are presented, including schedules of activities. Common problems with orientation programs and solutions for making induction more effective are also discussed.
This document discusses building an internally consistent compensation system through job analysis and job evaluation. It explains that job analysis is the systematic study of job duties and responsibilities to obtain relevant information about job skills, factors, environment, and requirements. Through job analysis, various data is collected about work activities, demands, tools, knowledge, performance, context, and personal requirements. The results of job analysis are a job description defining responsibilities and requirements, and a job specification defining the knowledge, skills, and abilities required. Job evaluation then compares jobs to determine appropriate compensation levels.
The document discusses educational management. It defines educational management as planning, organizing, directing, and controlling educational institutions to effectively accomplish teaching, research, and community engagement. It outlines the functions of educational management as planning, organizing, directing, motivating, evaluating, and decision-making. The objectives of educational management in schools are to achieve institutional objectives, improve planning and implementation, enhance the institution's public image, ensure appropriate use of resources, and create a congenial school environment. Educational management aims to strengthen educational quality by improving ministries of education and institutions.
Reihane Etekali is applying for an open Early Childhood Educator position. She has over two years of experience working in child care centers and believes she is qualified for the role. Her experience includes creating activities to develop skills and promote healthy development for children. She provides her contact information and expresses interest in meeting to discuss the position further.
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
In this file, you can ref useful information about performance appraisal of teachers such as performance appraisal of teachers methods, performance appraisal of teachers tips, performance appraisal of teachers forms, performance appraisal of teachers phrases … If you need more assistant for performance appraisal of teachers, please leave your comment at the end of file.
Job evaluation is the process by which companies determine employee compensation. It involves analyzing each job based on factors like education, responsibility, discretion, and impact levels. Jobs are then evaluated and assigned levels that determine salaries and financial/non-financial rewards. Techniques for job evaluation include non-quantitative methods like simple ranking, paired comparison, and grading. Quantitative methods include point, factor comparison, and Hay methods. Job evaluation aims to establish a fair wage structure by assessing the relative worth of different jobs.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Kaufman's five-level evaluation method is used to develop and assess training programs from the trainee's perspective. The first two levels evaluate the resources and trainee reactions to the instruction. Levels two and three evaluate individual competency and application of skills in the workplace. Level four assesses the impact on organizational output and return on investment. The final level evaluates the contributions and consequences of the training program on clients and society.
Sexual harassment can take verbal, visual, or physical forms and includes unwelcome conduct of a sexual nature that affects work conditions or creates a hostile environment. There are three main forms - verbal, visual, and physical. Sexual harassment falls into two categories: quid pro quo, where sexual favors are requested in exchange for something, and hostile work environment, where conduct creates an offensive environment. Employees have a responsibility to tell harassers to stop, report any incidents witnessed or experienced, cooperate with investigations, and provide honest information.
This document discusses employee discipline in an organization. It begins by defining discipline and its objectives, which include developing self-control in employees and making them more efficient. It describes the types of discipline as positive (using rewards) and negative (using punishment). The key aspects of disciplinary procedures are outlined, including issuing a charge sheet, show cause notice, domestic inquiry process, and adhering to principles of natural justice. Disciplinary actions can include warnings or dismissal if misconduct or poor performance continues. The payment of subsistence allowance during suspensions is also covered. Overall, the document provides an overview of the meaning, objectives, types, procedures and actions related to employee discipline.
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
The document discusses employee placement in an organization. It defines placement as assigning employees to suitable job roles based on their qualifications and the job requirements. Effective placement involves initially assigning new employees to roles aligned with their skills and experience, as well as later promoting, transferring or demoting current employees as needed. Placement ensures employees are satisfied in roles that utilize their abilities, which helps reduce turnover. The document outlines factors that can challenge placement like changing employee and job expectations, and recommends principles like job rotation, training, and empowerment to facilitate more effective placement over time.
The aim of job evaluation is to establish a transparent grading framework with a clear route for pay progression. It measures the job, not the person doing it. It does not measure the volume of work or individuals’ performance.
Why introduce it?
To ensure that jobs are graded fairly and to achieve equal pay for work of equal value.
To underpin new pay and grading structures and ensure that the internal system behind them is fair.
To assist harmonisation of terms and conditions following merger or acquisition.
To clarify job profiles and ensure relevant comparisons when benchmarking externally.
Collinson Grant's job evaluation scheme, outlined in this document, is an analytical scheme for evaluating all administrative and managerial jobs. It is not suitable for manual jobs.
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.
Grievance procedures provide a systematic process for employees to file complaints and resolve disagreements without resorting to strikes. They help address issues around organizational policies, supervision, contract interpretation, and more. Grievances can be filed by individual employees, unions, or in some cases employers. The procedures typically involve multiple steps of submitting the grievance to higher levels of management and may culminate in arbitration. Proper handling and resolution of grievances at early stages helps reduce conflict and maintain productive employee and labor relations.
This document outlines the key steps in the selection process for hiring employees. It discusses 8 steps: 1) preliminary interview, 2) receiving applications, 3) screening applications, 4) employment tests, 5) employment interview, 6) checking references, 7) medical examination, and 8) final selection and appointment letter. The purpose of the selection process is to identify candidates with the necessary qualifications, skills, and health to fill vacancies in an organization.
This document discusses employee development in organizations. It describes various formal education programs, assessments, and job experiences that companies use to develop employees' skills and prepare them for current or future roles. These development activities aim to improve quality, meet competitive challenges, and incorporate new technologies. The document outlines tools like the Myers-Briggs Type Indicator for assessment, and experiences like job rotation, transfers, and mentoring relationships that facilitate employee learning. Finally, it stresses that development is most effective when it is individualized, gives the employee control over their growth, and provides ongoing support.
Teacher leadership requires certain key characteristics including interpersonal skills, credibility, courage, authenticity, and the ability to empower others. Effective teacher leaders are approachable, lead by influence rather than authority, and create an environment where others can grow and be creative. Successful teacher leadership also depends on having a vision, setting an example of excellence, and paying attention to priorities and what really matters.
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
In this presentation, we will discuss the meaning, types, categories, causes, features and calculation rate of absenteeism in a professional environment and corporate organisations.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses job induction and orientation programs. It defines induction and orientation, noting that induction introduces employees to new surroundings and policies while orientation provides basic background information. The document outlines the objectives and needs addressed by induction and orientation programs, such as reducing anxiety and improving efficiency. It also describes different approaches to orientation, including individual vs collective and serial vs disjunctive styles. The planning process for induction programs includes definition, development, orientation, operation, and evaluation phases. Sample induction programs from the Department of Education are presented, including schedules of activities. Common problems with orientation programs and solutions for making induction more effective are also discussed.
This document discusses building an internally consistent compensation system through job analysis and job evaluation. It explains that job analysis is the systematic study of job duties and responsibilities to obtain relevant information about job skills, factors, environment, and requirements. Through job analysis, various data is collected about work activities, demands, tools, knowledge, performance, context, and personal requirements. The results of job analysis are a job description defining responsibilities and requirements, and a job specification defining the knowledge, skills, and abilities required. Job evaluation then compares jobs to determine appropriate compensation levels.
The document discusses educational management. It defines educational management as planning, organizing, directing, and controlling educational institutions to effectively accomplish teaching, research, and community engagement. It outlines the functions of educational management as planning, organizing, directing, motivating, evaluating, and decision-making. The objectives of educational management in schools are to achieve institutional objectives, improve planning and implementation, enhance the institution's public image, ensure appropriate use of resources, and create a congenial school environment. Educational management aims to strengthen educational quality by improving ministries of education and institutions.
Reihane Etekali is applying for an open Early Childhood Educator position. She has over two years of experience working in child care centers and believes she is qualified for the role. Her experience includes creating activities to develop skills and promote healthy development for children. She provides her contact information and expresses interest in meeting to discuss the position further.
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
In this file, you can ref useful information about performance appraisal of teachers such as performance appraisal of teachers methods, performance appraisal of teachers tips, performance appraisal of teachers forms, performance appraisal of teachers phrases … If you need more assistant for performance appraisal of teachers, please leave your comment at the end of file.
Job evaluation is the process by which companies determine employee compensation. It involves analyzing each job based on factors like education, responsibility, discretion, and impact levels. Jobs are then evaluated and assigned levels that determine salaries and financial/non-financial rewards. Techniques for job evaluation include non-quantitative methods like simple ranking, paired comparison, and grading. Quantitative methods include point, factor comparison, and Hay methods. Job evaluation aims to establish a fair wage structure by assessing the relative worth of different jobs.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Kaufman's five-level evaluation method is used to develop and assess training programs from the trainee's perspective. The first two levels evaluate the resources and trainee reactions to the instruction. Levels two and three evaluate individual competency and application of skills in the workplace. Level four assesses the impact on organizational output and return on investment. The final level evaluates the contributions and consequences of the training program on clients and society.
Sexual harassment can take verbal, visual, or physical forms and includes unwelcome conduct of a sexual nature that affects work conditions or creates a hostile environment. There are three main forms - verbal, visual, and physical. Sexual harassment falls into two categories: quid pro quo, where sexual favors are requested in exchange for something, and hostile work environment, where conduct creates an offensive environment. Employees have a responsibility to tell harassers to stop, report any incidents witnessed or experienced, cooperate with investigations, and provide honest information.
This document discusses employee discipline in an organization. It begins by defining discipline and its objectives, which include developing self-control in employees and making them more efficient. It describes the types of discipline as positive (using rewards) and negative (using punishment). The key aspects of disciplinary procedures are outlined, including issuing a charge sheet, show cause notice, domestic inquiry process, and adhering to principles of natural justice. Disciplinary actions can include warnings or dismissal if misconduct or poor performance continues. The payment of subsistence allowance during suspensions is also covered. Overall, the document provides an overview of the meaning, objectives, types, procedures and actions related to employee discipline.
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
The document discusses employee placement in an organization. It defines placement as assigning employees to suitable job roles based on their qualifications and the job requirements. Effective placement involves initially assigning new employees to roles aligned with their skills and experience, as well as later promoting, transferring or demoting current employees as needed. Placement ensures employees are satisfied in roles that utilize their abilities, which helps reduce turnover. The document outlines factors that can challenge placement like changing employee and job expectations, and recommends principles like job rotation, training, and empowerment to facilitate more effective placement over time.
The aim of job evaluation is to establish a transparent grading framework with a clear route for pay progression. It measures the job, not the person doing it. It does not measure the volume of work or individuals’ performance.
Why introduce it?
To ensure that jobs are graded fairly and to achieve equal pay for work of equal value.
To underpin new pay and grading structures and ensure that the internal system behind them is fair.
To assist harmonisation of terms and conditions following merger or acquisition.
To clarify job profiles and ensure relevant comparisons when benchmarking externally.
Collinson Grant's job evaluation scheme, outlined in this document, is an analytical scheme for evaluating all administrative and managerial jobs. It is not suitable for manual jobs.
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.
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.
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.
The document provides an overview of mentoring concepts and best practices. It discusses key topics such as the origin of mentoring, understanding mentoring, the mentorship process, skills needed for effective mentoring, and principles of mentoring relationships. Examples of famous mentor-mentee pairs are also listed.
Mentoring has an invaluable role to play in developing leaders in your organisation. This Slideshare outlines some tools and techniques to make mentoring relationships more effective.
To find out more about how you can use mentoring as part of your Talent Development Strategy, download your FREE Talent Development Audit at www.antoinetteoglethorpe.com/talent-development-audit
The Audit will help you assess how effective your talent development strategy. Learn how to increase your competitive advantage; engage, retain and develop your best people; and save serious amounts of time and money.
Download your FREE Talent development Audit at http://www.antoinetteoglethorpe.com/talent-development-audit/
ICWES15 - Mentoring of Senior Women Engineers - Experiences and Lessons Learn...Engineers Australia
The document summarizes Aurecon's mentoring program for senior women engineers. The program aimed to increase the pool of potential female board members and save costs. It paired senior women with male board members through monthly meetings and feedback sessions. Key outcomes included the mentees gaining strategic career insights and exposure to senior leadership. Both mentees and mentors found it beneficial, and it helped increase networking opportunities. The success of the program demonstrated the potential of mutual mentoring relationships.
This document discusses mentoring relationships among African American women in graduate and professional programs. It examines the challenges they face in finding suitable mentors, especially African American female mentors, given the low numbers of African American women on campus. While some participants had found African American female mentors, others relied on alternative support networks. All agreed on the unique value that a same-race female mentor provides, including understanding of intersecting race and gender issues and a mother-like role. Peer mentoring was also important, and all were committed to mentoring other African American women in the future.
This document provides tips and information on finding and participating in mentorship programs as a graduate student. It discusses the benefits of various types of mentorship relationships, including student-student, faculty-student, and faculty-faculty mentoring. The document also provides strategies for finding a mentor, such as taking a self-assessment of goals and strengths, identifying potential mentors through formal or informal programs, and considering that no single mentor can meet all needs.
This goal setting activity example is from the Blue Ribbon Mentor Advocate Program and can also be accessed here: http://superstars.americalearns.net/2006/06/june-2006-syndee-kraus-go-to-for.html
Flexible Curricula Viewpoints action plan template balham
This document outlines the key discussions and outcomes from a workshop exploring flexible curricula. It identifies changing drivers such as student and employer needs that require more flexibility. An action plan proposes enhancements in areas like partnerships, anytime learning, entry/exit points, and personalized learning. Implementation will require actions, responsibilities, and timelines to be determined.
Introducing a Volunteer Mentoring Program - Part IVolunteerMatch
The document discusses introducing a volunteer mentoring program. It covers how mentoring benefits both volunteers and the organization by improving retention, developing talent, and supporting diversity initiatives. The document provides guidance on structuring a mentoring program, including designing matching processes, training mentors and mentees, and providing support and accountability. It also discusses best practices for mentors and mentees and potential issues to address, such as mismatched pairs or poor training.
Do-It-Yourself Logic Models: Examples, Templates, and ChecklistsInnovation Network
Logic models are nonprofit road maps: they help you diagram where you are now and where you hope to be in the future. They are used for program planning, program management, fundraising, communications, consensus-building, and evaluation planning.
Want to make a logic model, but not sure where to start? In this 90-minute webinar, Johanna Morariu and Ann Emery taught about the nuts and bolts of logic models--what they are, how to make them, who should be involved in the process, and how often to update them. We’ll provide you with tools like a logic model template, free online logic model builder, and a logic model checklist. We’ll also share several examples from real nonprofits so that you’re ready to hit the ground running.
To learn more, please visit www.innonet.org.
Addressing Diversity in Mentoring Relationships - Leadership Alliance - Steve...Steve Lee
This document provides 4 case studies related to addressing diversity in mentoring relationships:
1) A professor wonders whether to ask their former minority mentee about their experiences as the only minority in the department.
2) A student notices their professor provides more mentoring to male students and wonders how to develop a stronger relationship.
3) A professor is unsure how to handle a situation where a student is receiving unwanted attention from another student.
4) A professor is having trouble communicating with a minority mentee and wonders if assigning a graduate student to provide more mentoring would help. The case studies are meant to catalyze discussion on handling diverse mentoring relationships and cultural differences.
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?INNOVATION COPILOTS
Entrepreneurial mentoring is the support of novice entrepreneurs by experienced professionals in the business world. Despite this practice gaining popularity, a question remains: is it necessary for these organizations to train mentors or is the mentor’s experience su cient? To answer this question, we analyzed the e ect of the mentor’s training, as well as his/her pro le in terms of experience, on the mentee’s degree of satisfaction and learning. Our results show that the more a mentor is trained, the more he/she develops relational competencies, thereby creating a favorable (trusting) environment and developing an appropriate mentoring style (maieutic), which allows the mentee to learn and become more autonomous. However, the mentor’s experience in entrepreneurship does not have an impact on the quality of the mentoring relation‐ ship, nor does it impact the novice learning. Our results also show that, contrary to our expectations, mentoring experience has a negative impact on most of the psychological functions of the mentor. We found that this negative e ect is neutralized by continuous training of mentors. This suggests that entrepreneurship support organizations should implement specific training sessions for experienced mentors.
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.
You might have thought that mentoring was just
one of those HR trendy tools to attract and retain talents
and to remotivate senior managers in your firm.
Well, think again.
This white paper as been designed to give you an
opportunity to reconsider what you may know, or imagine,
about mentoring...
In it, we will discuss and try to illustrate how corporations
can find a balance between their formal structure source
of efficiency and their informal networks source of agility,
and why mentor / mentee networks are such powerful
cultural game changers.
Author: Stéphanie MITRANO PhD
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
A mentor provides career guidance and support to a mentee. There are two main types of mentoring functions - career functions like coaching and exposure, and psychosocial functions like role modeling and counseling. The mentoring relationship progresses through stages from initiation to separation. Both mentors and mentees benefit, with mentees gaining career advancement and mentors helping develop the next generation. Formal mentoring programs aim to match mentors and mentees but research shows informal relationships may be more effective. Effective mentoring requires communication, setting goals, and awareness of relationship dynamics.
The document provides guidance for mentors on establishing an effective mentoring relationship. It recommends that mentors:
1) Be patient as mentees may initially be hesitant and insecure in the relationship. Their attitude will become more positive over time.
2) Establish clear methods of contact and set realistic expectations and goals to encourage mentees' personal and professional development.
3) Understand their role is to be a consistent, dependable friend and not assume roles like parent or therapist. They should empower mentees to make their own decisions through constructive feedback.
Presented January 19, 2012 - Part of 2012 Collaborative Mentoring Webinar Series
Education Northwest/National Mentoring Center, Friends For Youth, Mentoring Partnership of Minnesota, Mentor Michigan, Oregon Mentors and other partners are working together in 2012 to deliver this free monthly webinar series for mentoring professionals.
For updates about upcoming webinars, join and follow the Mentoring Forums at http://mentoringforums.educationnorthwest.org.
The document summarizes the key findings from a new meta-analysis on youth mentoring programs and a webinar discussing its implications. The meta-analysis found that mentoring has modest positive effects on youth outcomes, especially when targeting at-risk youth and matching mentors and youth based on shared interests. The webinar highlighted that mentoring works best when mentors adopt teaching and advocacy roles and receive support to work with high-risk youth.
This Webinar was presented as the first in a series exploring issues important to youth mentoring programs on August 17, 2010. Social media and networking offer numerous ways to professionally engage with youth, serving both program needs and youth adaptability. However, technology can also bring up questions about safety, boundaries, and appropriateness. Social Media and Mentoring: Policies, Gaps, and Boundaries explores social media and networking options and provides space for dialogue to explore safety and ethical considerations.
Presented March 15, 2012 - Part of 2012 Collaborative Mentoring Webinar Series
Education Northwest/National Mentoring Center, Friends For Youth, Mentoring Partnership of Minnesota, Mentor Michigan, Oregon Mentors and other partners are working together in 2012 to deliver this free monthly webinar series for mentoring professionals.
For updates about upcoming webinars, join and follow the Mentoring Forums at http://mentoringforums.educationnorthwest.org.
The document discusses mentoring programs for girls and women. It outlines some key challenges in formal mentoring relationships, such as many ending within a few months. Factors that can influence relationship length include youth and mentor characteristics, the relationship process, and program factors like training. Effective programs utilize proven practices from guidelines like the Elements of Effective Practice and focus on developing close, trusting relationships through activities, support and skill-building. Several mentoring programs in Minnesota are highlighted that aim to empower young women through leadership development, life skills and cultural appreciation.
Mentoring is the presence of a caring individual(s) who provides a young person with support, advice, friendship, reinforcement and constructive role modelling over time.
The Alberta Mentoring Partnership (AMP) consists of community mentoring agencies, government and youth working together to raise the profile of mentoring in Alberta.
To achieve this goal, AMP partners are collaborating to establish and enhance mentoring programs in local communities. We're helping build capacity by providing access to best practices and sound research supported by tools and resources that will help mentoring agencies start new programs or make existing programs even better.
Ultimately, AMP exists to help community mentoring programs meet the needs of the children and youth they serve.
To learn more please visit: http://www.albertamentors.ca
Noelle Hurd, Ph.D. - Assistant Professor, Department of Psychology and Curry School of Education,University of Virginia
Part of the Youth-Nex Conference: Youth of Color Matter: Reducing Inequalities Through Positive Youth Development
Panel 1 - "Culturally-Grounded Approaches to Positive Youth Development"
Cultural beliefs, traditions, and pride can play an integral role in promoting positive development for youth from ethnic minority backgrounds. In this panel, we will hear about connections between cultural values and healthy development for American Indian youth, culturally-linked coping strategies among African American teens, and the benefits of emphasizing cultural pride in natural mentoring relationships.
Blogs, Tweets, and Friends: Effective Mentoring in the Age of Social MediaFriends for Youth, Inc.
This document discusses using social media to build relationships and support mentoring programs. It begins by outlining benefits like visibility, recruitment, and sustaining connections. However, it also notes risks like privacy violations and boundary issues. The document then recommends developing policies to guide safe and effective social media use. It suggests policies address monitoring, boundaries, and educating users. The document ends by exploring how to use social media to build communication and relationships while supporting healthy development, noting both benefits and risks to teens from social media and technology.
Upstanders for the Win! Game-based education to prevent digital abuse and dat...Kate Reilly
The Start Strong Rhode Island project at Sojourner House is working with E-line Media to develop a video game that will help teens prevent digital and dating abuse in their communities. Check out the presentation and go to www.girlvsgame.tumblr.com for more information!
This Webinar presentation was held on Tuesday, November 16, 2010, as part of the free monthly Webinar series from Friends for Youth's Mentoring Institute.
Join us to engage in a discussion about the documentary Waiting for Superman, which highlights challenges in the American public education system. This film was released in October by the same team that brought the world An Inconvenient Truth, including Davis Guggenheim as creator and director, Participant Media as producer, and Paramount Pictures as distributor. In this film, Guggenheim explores some of the challenging issues surrounding the United States public education system and identifies a few of the innovators who are making changes that they believe can better prepare the next generation for opportunity and success.
What role does mentoring play in making this kind of change? How can mentors help prepare the next generation? How are mentoring programs responding to the call to action generated by the film? This Webinar will feature researchers and youth mentoring experts from the Mentoring Partnership of Minnesota and MENTOR, including Marc Wheeler, a co-author of the Review of Three Recent Randomized Trials of School-Based Mentoring.
This webinar was also offered on November 3, 2010 as part of the Mentoring Partnership of Minnesota’s free webinar series.
Differentiation Case StudyMountain Meadows is a public high AlyciaGold776
Differentiation Case Study
Mountain Meadows is a public high school in a lower-middle class neighborhood. The school population is 50% African American, 20% Hispanic, 25% Caucasian, 2% Asian, and 3% Native American. About half of the parents graduated from high school.
Chen is a first generation Chinese American male in your high school STEM class. He is likable and socially accepted by his peers. He likes being a part of the brainstorming for group projects, but generally avoids most of the work on the actual project. His group members do not seem to mind because he gives them a great deal of insightful, helpful feedback and keeps the general mood of the group lighthearted with excellent comedic relief and good natured positivity. When he has to do his own work, he avoids the challenging work when there is a final letter grade or final score associated with it. His formative assessments show above grade-level mastery of the concepts. You are perplexed by his choices when he clearly knows the material. Not completing assignments has resulted in Chen receiving Cs and Ds. His parents are concerned that he is not living up to his potential. Frankly you are too.
You investigate intrinsic and extrinsic motivations and implement some motivational strategies to get Chen to produce. They do not work. You meet with him and, together, you make an independent learning contract, but he is not able to uphold his end. You talk with him about having low self-esteem, and you administer an affective assessment. He does not have low self-esteem. During your research, you come across a term you have never heard before - underachieving perfectionist, also referred to as gifted underachiever. Underachieving perfectionists may not be identified as gifted and talented.
After learning more about this unusual topic, you meet with Chen and his parents to discuss the characteristics of underachieving perfectionists. From this meeting, you learned that he loves learning, but hates being judged; he does not see the point in doing the final project or the test after getting high scores on the formative assessments; he’s comfortable being a part of the group, but fears being labeled “The Boss.” He is uncomfortable trying to live up to the standards of his parents and the stereotype of high-achieving Asian students, and he does not want others to see him struggle when working on something. He likes helping others with their projects and making friends by being nice instead of being mean during projects. He feels that by helping with projects, he is learning in the process.
1. What can you do to help Chen overcome his underachieving perfectionism in your class?
2. What strategies can you implement to engage Chen in your class?
3. Which type of formative assessments would you use to monitor Chen’s progress and adjust your instruction to meet his learning goals, particularly for his enrichment?
4. How will you engage Chen to monitor his progress and take ownership of his ow ...
The document provides tips for mentors on maintaining appropriate boundaries and effective communication strategies when interacting with mentees online and through social media. It recommends mentors create separate social media profiles for connecting with mentees, use privacy settings, and be mindful of what is visible to mentees and their families. The document also gives suggestions for mentors to promote safety online, communicate effectively with teens using their preferred methods like texting, and provide guidance to mentees on privacy, bullying and conflicts.
This document discusses how mentoring can help improve academic achievement among American youth. It notes that 1 in 5 youth do not graduate high school, and many require remedial college courses. Mentoring relationships have been shown to increase the likelihood that youth stay in school and complete homework. Studies show mentored youth are 52% more likely to stay in school. Mentors can help youth develop skills to overcome barriers to academic success by providing academic support, developing non-cognitive skills, and connecting youth to community resources. Investing in high-quality mentoring programs can help address the critical need to improve educational outcomes in the U.S.
Chicago AMA | April 19 Event Featuring Ben Underwood, Christopher HouseChicago AMA
Christopher House is a 100-year old non-profit that provides services to 3,400 children and families annually through 5 family resource centers. It has expanded its use of outcome measurement and data sharing with partner agencies to better coordinate services. Key activities include using a common assessment tool, professional development based on results, and program improvements from shared data. Data is also used to focus staff, communicate impact to clients and donors, and set goals for the following year as Christopher House expands its benchmarking collaborative.
Presented July 19, 2012 - Part of 2012 Collaborative Mentoring Webinar Series
Education Northwest/National Mentoring Center, Friends For Youth, Indiana Mentoring Partnership, Kansas Mentors, Mass Mentoring Partnership, Mentoring Partnership of Minnesota, Mentor Michigan, Mobius Mentors, Oregon Mentors and other partners are working together in 2012 to deliver this free monthly webinar series for mentoring professionals.
For updates about upcoming webinars, join and follow the Mentoring Forums at http://mentoringforums.educationnorthwest.org.
Juvenile Mentoring Program (JUMP)Purpose To support one-to-.docxcroysierkathey
Juvenile Mentoring Program (JUMP)
Purpose: To support one-to-one mentoring programs for youth at risk of educational failure, dropping out of school, or involvement in delinquent activities, including gangs.
Background: Part G of the Juvenile Justice and Delinquency Prevention (JJDP) Act of 1974, as amended, authorizes the Office of Juvenile Justice and Delinquency Prevention (OJJDP) to fund a Juvenile Mentoring Program (JUMP). In fiscal year (FY) 1996, Congress appropriated $4,000,000 to implement this program.
Mentoring, as the term is currently used, can be defined as a one-to-one relationship between a pair of unrelated individuals, usually of different ages, which takes place on a regular basis over an extended period of time. It is usually characterized by a "special bond of mutual commitment" and "an emotional character of respect, loyalty, and identification" (Hamilton, 1990).
As a movement, mentoring has its roots in the closing decades of the 19th century with "Friendly Visitors" who served as role models for children of the poor. Mentoring enjoyed new popularity in the 1970's when corporations heralded the concept as one that fosters achievement. Mentoring was seen as a particularly critical ingredient to success on the corporate ladder (Freedman, 1992).
Within the past 10 years, mentoring has taken on a new dimension and a new target group disadvantaged children and youth. It has emerged as a promising approach for enriching children's lives; addressing the isolation of youth from adult contact; and providing, on a one-to-one basis, support and advocacy to children who need it. Mentoring is also recognized as an important vehicle for harnessing the talents of volunteers to address the problems of poverty (Freedman, 1992).
Congress has recognized the potential of mentoring as a tool for addressing two critical concerns: poor school performance and delinquent activity. Accordingly, OJJDP is making funds available for mentoring programs that specifically address these concerns. Congress also has recognized the importance of school collaboration in mentoring programs, whether as a primary applicant or in partnership with other public or nonprofit private entities.
In a recent study of mentoring, Public/Private Ventures (P/PV) conducted an experimental evaluation of Big Brothers and Big Sisters (BB/BS) programs (Tierney et al., 1995). In this study youth were randomly assigned to a BB/BS mentoring program or to a BB/BS waiting list. The study emphasized the importance of carefully structured programs with adequate management, training, case management, policies, procedures, and establishment of clear standards. These standards relate to screening of the adults and youth, training and orientation of volunteers, the matching process, required frequency of meetings, and supervision of matches.
In determining whether a one-to-one mentoring experience made a tangible difference in the lives of these young people, the study identified sever ...
The document summarizes a summer institute on youth mentoring that brings together mentoring professionals and researchers. The institute focuses on the latest research in areas like what qualifications make for successful program staff, why some mentoring relationships end early, and the impacts of mentoring on different subgroups of youth. Presenters discuss challenges like preventing relationship failures and the need for cultural sensitivity in cross-race matches. The summary emphasizes that mentoring relationships and impacts are diverse and one approach does not fit all situations.
The annual report summarizes Big Brothers Big Sisters of Middle Tennessee's activities and accomplishments in 2014. Key points include:
- They served 1,513 children through 867 community-based matches and 646 site-based matches.
- The average match length increased significantly over the past 5 years to 35.2 months for community matches and 19.4 months for site matches.
- 40 youth graduated high school and 75% will attend a 2-or 4-year university.
- Revenue has grown 274% since 2012, allowing them to serve more children.
- Success stories are highlighted about long-term matches that have made a positive impact.
Quality In Action webinar series hosted by Mentoring Partnership of Minnesota. August 4, 2010, 12-1:30pm CST. Going Beyond the Background Check: Incorporating SAFE Practices in Volunteer Programs Features Sarah Kremer of Friends For Youth.
Eureka! success with mentoring high school youthmjumonvi
The Big Buddy Program began as a student project at LSU to provide mentoring and learning opportunities to youth in need. It offers mentoring relationships, extended learning programs, and workforce development programs. Mentoring is at the core and aims to build self-esteem and support growth through meaningful relationships. Extended learning includes after-school programs, tutoring, and camps to provide academic and social support. Workforce programs for teens offer internships, career tracks, and workplace mentors to guide youth. The presentation reviews the program and seeks to investigate its validity for other communities.
Similar to Mentoring Program Evaluation & Goals (20)
It Takes All of Us: A Seminar Series About Educating and Developing Youth, Pa...Friends for Youth, Inc.
This document summarizes a webinar presented by Friends for Youth and the Kettering Foundation about community educators and expanding education beyond schools. Dr. Patricia Moore Harbour discussed how community members and organizations provide learning experiences for youth to improve academic performance and community connections. Special guests from two organizations discussed their work. The webinar encouraged participation through polls and a question-and-answer section. Community educators were defined as ordinary people working together to shape the future of youth and their community through innovative after-school programs and bringing together citizens, community, and institutions.
This presentation was part of the Community Educators Symposium hosted by Friends for Youth featuring Dr. Patricia Moore Harbour of the Kettering Foundation and Becky Cooper of Friends for Youth, Inc.
The document provides guidance for mentors working with youth in the juvenile justice system. It discusses how mentors should respond to various scenarios that may come up and stresses the importance of being a positive role model. Effective mentoring relationships are built on trust, communication, and holding mentees accountable. Programs should provide training to help mentors understand adolescent development and handle challenges appropriately. Monitoring progress and collecting evidence of outcomes is also important.
The document provides an overview of mentoring high-risk youth in juvenile justice settings. It discusses six juvenile justice settings - juvenile detention, corrections, probation, delinquency court, youth court, and dependency court. The objectives are to understand each setting, the advantages and challenges of mentoring within each, and promising practices for referral and mentoring.
This document outlines a sample schedule for a cyber safety workshop for mentors and mentees lasting from 6:30pm to 9pm. The workshop includes introductions, establishing group agreements, brainstorming good internet safety rules, watching informational videos, completing worksheets on digital media use and safety, quizzes on media literacy, discussions on the positives and negatives of digital life, addressing what to do in uncomfortable online situations, and concluding with participants taking home a poster on privacy and oversharing online. The goal is to educate mentors and mentees on internet safety and privacy through interactive group activities.
This document provides social media and networking guidelines for volunteers of an agency. It encourages volunteers to promote the agency's mission on social media. It lists common social media sites and stresses the importance of maintaining public/private boundaries and protecting clients' privacy. The goals are to share perspectives about the agency's work while adhering to guidelines regarding responsibilities, authenticity, audience consideration, judgment, and privacy protection when posting.
The document provides social media and networking guidelines for staff of an organization. It encourages staff to promote the organization's mission on social media. It lists common social media sites and notes how lines between private and public sharing have blurred, requiring staff to understand what is recommended when posting online. The goals of using social media are to spread awareness of the organization's work and engage supporters. Staff are advised to be responsible for what they write, consider privacy, and correct any mistakes while maintaining integrity.
This document discusses several topics related to online safety and appropriate social media use for teenagers. It provides guidelines and suggestions for parents to have small group discussions with their children about interacting safely online, using social networks respectfully, avoiding inappropriate pictures/posts, and establishing rules for technology use. Potential discussion points include recognizing bullying, blocking inappropriate content/people, and bringing any unsafe situations to the attention of parents or other trusted adults.
Learning from Mistakes: Strengthening Youth Safety with Research-Based Screen...Friends for Youth, Inc.
The past several months has seen multiple reports of respected and trusted adults accused of inappropriate sexual contact with children and youth. Friends for Youth has also seen an increase in the numbers of inquiries about our resource, SAFE (Screening Applicants for Effectiveness): Guidelines to Prevent Child Molestation in Mentoring and Youth-Serving Organizations) that many program staff use in screening and assessing their volunteers. This webinar takes a closer look at Red Flags during the application and monitoring process – and how to use recommended tools to your advantage to uncover more information. This presentation will cover qualities and characteristics of perpetrators of child sexual abuse that we’ve learned from research on convicted child molesters and from our own 30+ year history of providing safe and effective mentors to vulnerable youth.
Program Director Sarah Kremer is joined by Executive Director Becky Cooper, who co-authored our resource and first began looking into how to assess volunteers even before background checks were available.
This document provides guidance for youth mentoring programs on using social media to engage with youth and volunteers. It outlines key considerations for developing a social media presence, including setting goals and assessing capabilities. Safety concerns are discussed and it is recommended to adopt clear social media policies. Metrics for measuring impact are proposed to evaluate if goals are being achieved. Resources for additional information on effective social media use for nonprofits are also included.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
1. Mentoring
Program
Evaluation and
Transforming lives through
the power of mentoring Goals
Friends for Youth’s
Mentoring Institute
May 2011 Webinar
In collaboration with the Mentoring
Partnership of Minnesota
2. Webinar Logistics:
Adding Comments
• All attendees muted for best sound
• Type questions and comments in the question box;
responses will either be direct to you or shared with all
attendees
• “Raise your hand” to be unmuted at end to ask question
live during webinar
• Works best for telephone or headset-to-computer
connections
• Please monitor background noise
3. Panelists
Sarah Kremer, ATR-BC Michael Garringer
Program Director Resource Advisor
Friends for Youth’s April Riordan Education Northwest/ Celeste Janssen
Mentoring Institute Director of Training & National Mentoring Center Program Director
Partnerships Oregon Mentors
Mentoring Partnership
of Minnesota
4. • Slides posted to
SlideShare
• Recording of webinar will
be posted to
http://
www.friendsforyouth.org/
Webinars.html
• Link and brief survey
included in follow-up
email
5. Recommended Best Practices
• Mission Statement and Long Range Plan
• Recruitment Plan for Mentors and Mentees
• Customized Orientations for Mentors and Mentees
• Eligibility Screening/Application Process for Mentors and Mentees
• Training Curriculum for Mentors and Mentees
• Matching Strategy
• Monitoring Process
• Support, Recognition, and Retention Component
• Relationship Closure Steps
• Evaluation Process
California Governor’s Mentoring Partnership, 2002
6. Friends for Youth’s Impact
• Nearly 1,800 matches
• 88% overall success rate of mentors and mentees
reaching one year together
• Program Coordinator contacts
– 1x/week for first 3 months + 2x/weeks for remainder
(Senior Friends)
– 1x/month (Junior Friends + parents/caregivers)
• Junior Friend Evaluation outcomes
– Developed by Cindy Sipe, Ph.D.
– Evaluation by William Lapp, Ph.D.
– Over 10 years of data on matches
7. 5 Outcome Areas
• Increase in involvement in school
(attendance, truancy, attitude, grades,
suspensions)
• Reduce risk behaviors (drug/alcohol
use, police involvement, probation)
• Increase positive behaviors
(community service, new activities)
• Increase opportunities to influence
future potential (office visits, talking
about college & career with adult)
• Improve self-concept (trusting
relationships, self-assuredness, self-
reliance, handle unexpected
problems)
8. Friends for Youth’s Impact
After 12-month period, youth made significant changes
• Improved school attendance
– 81% reported not skipping school at all
– 75% reported avoiding suspensions
• Improved attitude toward school
– 100% showed positive change in at least 1 aspect
– 69% showed positive change in 2 or more aspects
• Reduction in risk behaviors
– reduced self-reported incidents of police involvement (13% vs.
28%), stealing (4% vs. 23%), hurting others (12% vs. 32%)
– alcohol & drug use decreased in time & showed delay in starting
use
Lapp 2009 (2007-2009 results)
9. Friends for Youth’s Impact
After 12-month period, youth made significant changes
• Increase in positive behaviors
– 87% participated in community service project vs. 35%
baseline
– significant increase in new activities
• Improved self esteem
– 95% reported increase in at least 1 aspect of self-esteem
– 63%reported increase in all 3 aspects
• Increase in number of trusting relationships with
family, peers, & other adults
– nearly 90% reported positive overall change
Lapp 2009 (2007-2009 results)
10. Friends for Youth
Transforming lives through the power of mentoring .
Youth-in-Need
“My mentor Friends for Youth participants are:
Lisa doesn’t * mostly middle-school age Societal Cost
scream at me * mainly low income and two-thirds
are below the poverty level California spends
or hit me. She
helps me with * often from single parent homes $234,000 per year for
stu , and she teaches me things. * sometimes have a parent who is each youth in a Juvenile
I’ve stopped hurting people. I’ve incarcerated Justice Facility.
stopped beating up people.” * all at-risk of not reaching their full
potential and may be susceptible to:
Using
Mentee Pedro For each youth who
Substance Abuse avoids dropping out of
The very foundation of mentoring Violence & Gang Involvement school for a life of drugs
is that if a caring, concerned adult is Academic Failure and crime, the country
involved in the life of a young person, These youth have little adult support, saves between $2.6 to
the youth will be more likely to and now schools are cutting back $5.3 million.
Evaluation
become a successful adult. after-school programs.
Measurable Impact of Our Program
Friends for Youth puts
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William Lapp, Ph.D.
“My mentor Mike came to conferences and spoke to my
teachers about my potential and about how smart and
promising I am. It was nice to have someone tell them that
I am a smart kid.” Mentee Diego
11. Overview
• Introduction & Best Practices
– Elements of Effective Practice
– Evaluation Plan & Logic Model
• Tips for Selecting Instruments
– Oregon Mentors Evaluation Toolkit
• Important Rules for Administering
Instruments
• Additional Resources
12. Measuring Effectiveness
How well Youth
How well Quality of Mentee’s
your behavior
you run match a;tudes
volunteers (outcomes
your rela7on‐ on certain
mentor the you wish
program ships topics
youth to achieve)
13. Tips for Evaluating Mentoring Programs
Let’s look at the mechanisms of mentoring…
14. Missed Opportunities in Mentoring
Program Evaluation
1. Service delivery
Did they get the mentoring
promised?
2. Participant satisfaction
3. Mentoring relationship
Did they form the bond needed
to make any of this work?
4. Intermediary outcomes are OK!
15. What is a Logic Model?
• Systematic picture of how you believe your program works
• “…helps you visualize and understand how human and
financial investments can contribute to achieving your
intended program goals.”
18. Tips for Selecting Good Instruments
• Try to use instruments that have been tested for
reliability and validity
• Make sure they fit your logic model, especially in
terms of proximal and distal outcomes
• Note the complexity of the tool:
– Age range
– Reading level
– Concepts
• Can you provide a comparison group of some kind?
19. Quantitative Tools
• Indicator: Example
– a variable with the purpose
to measure change in a
phenomena or process
• Valid:
– Does the tool measure Pretest Posttest
what it claims to measure?
• Reliable:
– Does the tool give
consistent results?
• Pre and Post Test
Pretest Posttest
20. Live Demo - Oregon Mentors
Evaluation Instrument Toolkit
• Browse for specific instruments (19
“domains”)
• Simple format for each instrument “record”
• Tips for using
• Links to other online repositories
21. Toolkit Domains of Interest
Live Demo of Toolkit & Instruments
Comprehensive Surveys: Personal Attitudes and Beliefs:
• Youth Outcome Survey • Antisocial attitude scale
• Youth Risk Behavior Surveillance • Decision making skills scale
System • Goal Setting Skills Scale
• Prosocial Involvement,
Connectedness:
Opportunities and Rewards
• Hemingway Scale of Adolescent
Connectedness
Mentoring relationship quality:
School and Academics: • Match Characteristics
• Education Expectations and Questionnaire (MCQ)
Aspirations Scale • Youth Mentoring Survey (YMS)
• Motivated Strategies for Learning • Youth Survey: Measuring the
Questionnaire (MSLQ) Quality of Mentor-Youth
Relationships
22. Tips for Administering Instruments
1. Plan for problems 6. Don’t provide guidance
2. Don’t hand-pick which 7. Administer the
questions to use instruments in a
consistent, uniform way
3. Don’t reword questions
8. Keep the answers
anonymous/ sort out any
4. Get parent permission coding before
administration
5. Provide a private space
to administer 9. Plan for data storage
and safety
23. Tips for Selecting External Evaluator
1. Consider his or her philosophical assumptions about
evaluation and how appropriate they are to addressing the
questions you want answered.
2. Invite finalists to meet project staff and others with whom
they will be working closely to see who best fits with
individual styles and your organizational culture.
3. An important part of an evaluator’s job is to assist in
building the skills, knowledge, and abilities of other staff
and stakeholders.
4. Think of evaluation as everyone’s responsibility. Be careful
not to delegate all evaluation decision making to your
evaluator.
See handout: Hiring an Evaluator Checklist
24. Tips for Working with External Evaluator
1. Don’t try and fake serious evaluation
2. Set aside appropriate funds (5-10 %)
3. Try and get a grad student from local college
or university - departments of education, child
psychology, social work, health, etc.
4. Remember that you are still in charge of your
evaluation!
27. Resources
• W.K. Kellogg Foundation Evaluation Handbook
http://www.wkkf.org/knowledge-center/resources/2010/W-K-Kellogg-
Foundation-Evaluation-Handbook.aspx
• W.K. Kellogg Foundation Logic Model Development Guide
http://www.wkkf.org/knowledge-center/resources/2006/02/WK-Kellogg-
Foundation-Logic-Model-Development-Guide.aspx
• Stand by Me: The Risks and Rewards
of Mentoring Today's Youth
by Jean E. Rhodes
28. Handouts
Using Standardized Instruments
Comparing Program Outcomes to National Standards
Blank Logic Model Template
Sample YouthBuild Mentoring Logic Model
Using Your Logic Model to Focus the Evaluation
Checklist for Selecting an Evaluator
Sample Contact & Information Release Form
Sample Evaluation Press Release
Evaluating Mentoring Programs – P/PV Brief
Additional Reading and Resources for Evaluating Your
Mentoring Program
Glossary of Measurement and Evaluation Terms
30. Thank you!
• Slides posted to
SlideShare
• Recording of webinar will
be posted to
http://
www.friendsforyouth.org/
Webinars.html
• Link and brief survey
included in follow-up
email
31. Next Webinar
• Tuesday, June 14 Helping Young
People Find Their Spark: A New
Gateway into Mentor‐Mentee
Rela?onships with April Riordan
Mentoring Partnership of Minnesota
• Wednesday, June 1: Eat Well,
Stay Ac7ve, Have Fun: A new
resource from the Harvard School
of Public Health
Register online:
http://www.mpmn.org/Training/MPMTRAINING/WebinarSeries.aspx