This document outlines seven keys to success for mentoring programs: 1) build a clear business case, 2) allow adequate planning time, 3) allocate sufficient resources, 4) promote the program to gain support, 5) prepare participants through training, 6) provide ongoing structure and follow-up, and 7) monitor and evaluate outcomes. It emphasizes the importance of strategic planning, resource allocation, training mentors and mentees, and ongoing evaluation to ensure mentoring programs achieve their objectives.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Join Head of HR at BSI, Phyllis Chen, for this exclusive, one-time-only webinar on Saturday, 2nd June. You'll discover what employers are really looking for when hiring new graduates, and what you need to do to get an edge on your competition in the graduate job market.
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Learning and Business Impact: Making the Case through Metrics and AnalyticsHuman Capital Media
Proving the impact of a single learning investment is relatively easy. Answering the broader question of “What impact is L&D having on the business?” is hard. In this Spotlight webinar, Ericsson’s global head of learning measurement and analytics will share how he’s guiding assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance.
During this session, attendees will:
Identify ways that analytics is shaping learning measurement.
Describe components of a measurement map.
Identify the level of measurement maturity in their organization.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Join Head of HR at BSI, Phyllis Chen, for this exclusive, one-time-only webinar on Saturday, 2nd June. You'll discover what employers are really looking for when hiring new graduates, and what you need to do to get an edge on your competition in the graduate job market.
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
Learning and Business Impact: Making the Case through Metrics and AnalyticsHuman Capital Media
Proving the impact of a single learning investment is relatively easy. Answering the broader question of “What impact is L&D having on the business?” is hard. In this Spotlight webinar, Ericsson’s global head of learning measurement and analytics will share how he’s guiding assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance.
During this session, attendees will:
Identify ways that analytics is shaping learning measurement.
Describe components of a measurement map.
Identify the level of measurement maturity in their organization.
Managing Change for CILIP West Midlands Regional Member NetworkJo Alcock
Presentation on the changes to CILIP Professional Registration, and some tips for managing change. Delivered on 5th February 2014 for CILIP West Midlands.
The Professional Development Cycle - Central Banking TrainingJo Alcock
In an age when researchers have a wealth of information at their fingertips via the internet, librarians need to show that their services are still valuable. Facilitating access to digital services, such as online databases and digital journal stores, may require librarians to acquire new skills, re-train and adapt their workflow. In this interactive workshop, the group will consider the new professional skills and competencies which librarians can benefit from, and discuss ways to plan, prioritise, participate in, record and reflect on professional development activities. Delegates will leave the session with ideas for developing new skills and competencies, and tools and techniques to support them.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.
SkillBott is a comprehensive standards based online College & Career Readiness curriculum that teaches America's youth the essential 21st Century skill required to succeed in College, Career and Life.
SkillBott.com
LEADERSHIP TRANSITION COACHING: A STRATEGY TO FOSTER A POSITIVE WORKPLACE CUL...Human Capital Media
Organizations today recognize the importance of developing a strong organizational culture. According to Gallup, frontline leaders account for 70 percent of the variance between a great culture and a lousy one. However, new leaders are often promoted from within or hired into an organization with minimal direction and support, leaving new leaders to learn for themselves what it means to be a leader. When inevitable challenges arise, new leaders are often left without the support they need to survive, let alone thrive.
Since 2009, CareSource, a nonprofit managed care plan based in Dayton, Ohio, has offered new leaders a certified personal coach to proactively develop and sustain their culture. The Leadership Transition Coaching program pairs new leaders with a certified coach to help define their leadership style and facilitate a positive team culture to ensure organizational success. The program is yielding more confident new leaders and a strong return on investment for the organization.
Session participants will:
Explore the importance of developing and supporting new leaders in order to foster a positive culture.
Learn how CareSource has successfully leveraged leadership transition coaching to support the development of new leaders.
Identify key elements for developing a successful, sustainable internal coaching program.
Micro-Video + Manager Training = High-Performing EmployeesBizLibrary
Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works and the employees seem to like it. There’s only one problem: Nobody knows what to do with it when they return to their jobs.
We need our employees to learn, retain and then apply what they learn to reach higher levels of performance. But how many times do we fail to see the ROI we expect? How many times do we fail to see really good content applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized?
Join us for this complimentary TrainingIndustry.com webinar sponsored by BizLibrary. Your host, Erin Boettge, content marketing manager at BizLibary, will provide easy-to-understand insights on:
How to help employees apply their learning and improve job performance
The manager’s role in employee retention and training ROI
How microlearning is a great tool for helping employees acquire skills just when they need them
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
SHADOW A LEADER – AN INNOVATIVE CAPSTONE APPROACH FOR YOUR HIPO LEADERSHIP DE...Human Capital Media
Challenge: Previously, at the conclusion of our leadership development program, participants were assigned to a group “capstone project.” After several cohorts of project work, we reassessed the pros and cons of the capstone approach and developed a brand-new approach titled “Shadow a Leader.”
Shadow a Leader: In addition to the employee coach each participant worked with throughout the 12-month program, each participant was assigned to a current leader who they “shadowed” for 3 months. The positive results were multifaceted for the participants, the coaches and the “shadowed” leaders:
Participants were able to immediately apply the learnings from the program in “real world” company dynamics.
Participants who then became managers reported that they got up to speed much more quickly than those who had not gone through the program.
The coaches reported that they learned just as much as the participants and both coaches and “shadowed” leaders felt reinvigorated as leaders. The program increased their own engagement with our organization.
Finally, as each new cohort progresses through the program, there are many more executives sharing “ownership” in the program.
In this session, attendees will discover:
A simple road map to incorporate the “Shadow a Leader” into their own Leadership Development Program.
A list of questions that participants had to answer during their “Shadow a Leader” experience.
A template for the final presentation on the experience the cohort delivered to the senior leadership team.
Capstone ideas from other participants on the webinar.
National Presentation | UofM's Career Integration Initiative (NAFSA Conference)Amanda Fischer
This well-attended conference session gave an overview of the work that several departments within the University of Minnesota have collaboratively put in place in order to a) help students identify, connect, and communicate the impact of their experience abroad on their career goals and b) inform employers and graduate committees so they better value experiences abroad.
The Center for Executive Education at Belmont University Overview PresentationGene Mage
An overview of the services of the Center for Executive Education at Belmont University. Leadership Development, Workshops, Executive Learning Networks, Executive Coaching, and much more.
THE ROI DILEMMA: MEASURING RESULTS OF YOUR LEARNING PROGRAMSHuman Capital Media
Significant resources are being allocated to training and development across most organizations, but many companies still find themselves unsure of results. The return on investment formula is a financial calculation, but learning is a human behavior and needs a human calculation. L&D can’t prove ROI using the same methods other parts of the business do. So how can L&D professionals prove investments in employee development actually produce results?
In this webcast Karen Hebert-Maccaro, Chief Content Officer at O’Reilly will:
Explain why ROI needs to be redefined for learning initiatives and the narrative shifted from causation to correlation.
Discuss how to correlate learner engagement with other important organization metrics to tell an important story about the value of L&D investments.
Show you how to leverage Kirkpatrick’s model of assessment and create a targeted strategy around level three and four assessments.
Provide guidance on how to talk with your business leaders and other stakeholders about learning and argue “table stakes not sweepstakes”.
This presentation comprises a total of twenty two slides. Each slide focuses on one of the aspects of Reverse Mentoring PowerPoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience. http://bit.ly/3bXTFPI
Managing Change for CILIP West Midlands Regional Member NetworkJo Alcock
Presentation on the changes to CILIP Professional Registration, and some tips for managing change. Delivered on 5th February 2014 for CILIP West Midlands.
The Professional Development Cycle - Central Banking TrainingJo Alcock
In an age when researchers have a wealth of information at their fingertips via the internet, librarians need to show that their services are still valuable. Facilitating access to digital services, such as online databases and digital journal stores, may require librarians to acquire new skills, re-train and adapt their workflow. In this interactive workshop, the group will consider the new professional skills and competencies which librarians can benefit from, and discuss ways to plan, prioritise, participate in, record and reflect on professional development activities. Delegates will leave the session with ideas for developing new skills and competencies, and tools and techniques to support them.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.
SkillBott is a comprehensive standards based online College & Career Readiness curriculum that teaches America's youth the essential 21st Century skill required to succeed in College, Career and Life.
SkillBott.com
LEADERSHIP TRANSITION COACHING: A STRATEGY TO FOSTER A POSITIVE WORKPLACE CUL...Human Capital Media
Organizations today recognize the importance of developing a strong organizational culture. According to Gallup, frontline leaders account for 70 percent of the variance between a great culture and a lousy one. However, new leaders are often promoted from within or hired into an organization with minimal direction and support, leaving new leaders to learn for themselves what it means to be a leader. When inevitable challenges arise, new leaders are often left without the support they need to survive, let alone thrive.
Since 2009, CareSource, a nonprofit managed care plan based in Dayton, Ohio, has offered new leaders a certified personal coach to proactively develop and sustain their culture. The Leadership Transition Coaching program pairs new leaders with a certified coach to help define their leadership style and facilitate a positive team culture to ensure organizational success. The program is yielding more confident new leaders and a strong return on investment for the organization.
Session participants will:
Explore the importance of developing and supporting new leaders in order to foster a positive culture.
Learn how CareSource has successfully leveraged leadership transition coaching to support the development of new leaders.
Identify key elements for developing a successful, sustainable internal coaching program.
Micro-Video + Manager Training = High-Performing EmployeesBizLibrary
Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works and the employees seem to like it. There’s only one problem: Nobody knows what to do with it when they return to their jobs.
We need our employees to learn, retain and then apply what they learn to reach higher levels of performance. But how many times do we fail to see the ROI we expect? How many times do we fail to see really good content applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized?
Join us for this complimentary TrainingIndustry.com webinar sponsored by BizLibrary. Your host, Erin Boettge, content marketing manager at BizLibary, will provide easy-to-understand insights on:
How to help employees apply their learning and improve job performance
The manager’s role in employee retention and training ROI
How microlearning is a great tool for helping employees acquire skills just when they need them
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
SHADOW A LEADER – AN INNOVATIVE CAPSTONE APPROACH FOR YOUR HIPO LEADERSHIP DE...Human Capital Media
Challenge: Previously, at the conclusion of our leadership development program, participants were assigned to a group “capstone project.” After several cohorts of project work, we reassessed the pros and cons of the capstone approach and developed a brand-new approach titled “Shadow a Leader.”
Shadow a Leader: In addition to the employee coach each participant worked with throughout the 12-month program, each participant was assigned to a current leader who they “shadowed” for 3 months. The positive results were multifaceted for the participants, the coaches and the “shadowed” leaders:
Participants were able to immediately apply the learnings from the program in “real world” company dynamics.
Participants who then became managers reported that they got up to speed much more quickly than those who had not gone through the program.
The coaches reported that they learned just as much as the participants and both coaches and “shadowed” leaders felt reinvigorated as leaders. The program increased their own engagement with our organization.
Finally, as each new cohort progresses through the program, there are many more executives sharing “ownership” in the program.
In this session, attendees will discover:
A simple road map to incorporate the “Shadow a Leader” into their own Leadership Development Program.
A list of questions that participants had to answer during their “Shadow a Leader” experience.
A template for the final presentation on the experience the cohort delivered to the senior leadership team.
Capstone ideas from other participants on the webinar.
National Presentation | UofM's Career Integration Initiative (NAFSA Conference)Amanda Fischer
This well-attended conference session gave an overview of the work that several departments within the University of Minnesota have collaboratively put in place in order to a) help students identify, connect, and communicate the impact of their experience abroad on their career goals and b) inform employers and graduate committees so they better value experiences abroad.
The Center for Executive Education at Belmont University Overview PresentationGene Mage
An overview of the services of the Center for Executive Education at Belmont University. Leadership Development, Workshops, Executive Learning Networks, Executive Coaching, and much more.
THE ROI DILEMMA: MEASURING RESULTS OF YOUR LEARNING PROGRAMSHuman Capital Media
Significant resources are being allocated to training and development across most organizations, but many companies still find themselves unsure of results. The return on investment formula is a financial calculation, but learning is a human behavior and needs a human calculation. L&D can’t prove ROI using the same methods other parts of the business do. So how can L&D professionals prove investments in employee development actually produce results?
In this webcast Karen Hebert-Maccaro, Chief Content Officer at O’Reilly will:
Explain why ROI needs to be redefined for learning initiatives and the narrative shifted from causation to correlation.
Discuss how to correlate learner engagement with other important organization metrics to tell an important story about the value of L&D investments.
Show you how to leverage Kirkpatrick’s model of assessment and create a targeted strategy around level three and four assessments.
Provide guidance on how to talk with your business leaders and other stakeholders about learning and argue “table stakes not sweepstakes”.
This presentation comprises a total of twenty two slides. Each slide focuses on one of the aspects of Reverse Mentoring PowerPoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience. http://bit.ly/3bXTFPI
Discussions about the current engineering education scenario existing in self-financing colleges in Tamilnadu (2007-2008). All problems and ideas discussed are purely based on my personal experiences only.
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
Slide Deck by Ann Rolfe, Mentoring Works If you lead learning provide learning ladders. Learning ladders take us from where we are to where we want to be, they provide the steps to mastery. Learning ladders provide Something to reach for, something to hang on to, something to step up to and something for support.
Science has revealed that emotions cause chemicals to flood the neural networks of the brain. We unconsciously launch into “defend” or “trust” mode during any interaction with others. Here's how you can flip the switch to trust to get more from any relationship
The cost of disengagement in Australia is $33.5 billion p.a. and the personal impact includes social and health issues So the question is, as managers and leaders, how do we discover talent? How do we develop it? How do we give people the opportunity to use it to do what they do best at work, so that they are engaged?
The workplace is changing, and the need for workplace learning has never been greater. Managers must mentor and coach staff. Employees will become independent learners and seek mentors
Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
Ann Rolfe of Mentoring Works shares 5 reasons mentoring relationships fail and 5 secrets of success. Then offers 5 steps to set yourself up for success from the start.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
9. Why and How Mentoring Works
Why is Mentoring Popular?
Does it Always Work?
10. Benefits of Mentoring
Image: Stencil
Cost-effective
Attracts & retains people
Builds skills - both mentor & mentee
Mentors like to “give back”
Develops culture
13. Seven
Fatal Flaws
1. Unclear Strategic Value
2. Insufficient Lead Time and
Planning
3. Under Resourcing
4. Inadequate Support
5. Not Enough Training
6. Lack of Structure and
Follow-up
7. Ineffective Monitoring,
Feedback and EvaluationSeven Fatal Flaws of Mentoring Programs and How To Avoid Them
Ann Rolfe, Mentoring Works
14. 1. Build the business case for mentoring
7 Steps to Success
Unclear Strategic Value
16. You need a business case that will …
Demonstrate the viability of your mentoring strategy
Justify the use of resources or funding
Gain buy-in from management and stakeholders
19. Aims of Mentoring Programs in Organisations
Employee Engagement
Attract, retain and develop
people
Increase productivity
Knowledge Management
Prevent loss of tacit and
implicit information
Readiness for future
disruption and change
Inproved Capability People development
Self-Directed learning and
performance
Succession Planning Pipeline of leadership talent
Identification, motivation and
retention of high potentials
Diversity and Equity
Meet equity requirements,
goals and outcomes
Improved organisational
performance
23. What goes in your business case?
Executive Summary
Needs
Rationale
Outcomes
Scope and Boundaries
Implementation
Benefits
Costs
Next Steps
Appendixes
24. Specific aims and objectives?
Strategic links?
Documented business case?
25. 2. Planning and preparation
7 Steps to Success
Insufficient Lead Time and Planning
26.
27. Needs Analysis Case Study
Purpose
Attract
Retain
Develop
Graduates
Why do people leave?
Why do people stay?
Participant Needs
Goals & values
alignment
Exciting work
Great managers &
leadership
Development
opportunities
Advancement
Work-life balance
Money
Environment/
culture
Peer relationships
Recognition &
appreciation
Leading-edge tech
Best practice
Organisation’s
image/brand
How could
mentoring
address these
issues?
Mentor Roles
Career, personal,
professional
development
Role model
Sounding board
Networking link
Wise counsel
Purpose
Nurture talent
Personal attention
Open communication
Supply information
Direct to resources
Give feedback
What knowledge,
skills and attitudes
will mentors need
to be effective
What will
graduates need to
make the most of
mentoring?
What are the
gaps between
current and
desired ability?
What training
and education
will we provide?
What delivery
methods will we
use?
How will we
maintain
engagement for
the duration?
What
resources
do we
need?
- budget
-people
How will we
communicate
the program?
How will we
coordinate the
program?
39. Basic Content
Mentors
• The Mentoring Concept and Process
• Mentoring Styles and Strategies
• Experience A Mentoring Conversation
Mentees
• How Mentoring Works
• Getting What You Want From Mentoring
• Goals for Mentoring
Pairs
• Roles and Responsibilities
• Avoiding Pitfalls
• Negotiating Expectations
• 1st Meeting
• Goals and Agreements
42. Individual follow-up, face-to-
face or web-based
Books or ebooks
Online Community
On-line tutorials or videos
Webinars
Newsletter or Mentoring Tips
Living Library
Shadowing
Journaling
Group follow-up sessions
Lunch n’ Learn
Workshops: refresher,
updates related topics, or
advanced skills
Networking
Forums for Q&A
Mentor Master Classes
Mid-point Review
Final Event
Program Support
44. 7. Monitor and evaluate mentoring
7 Steps to Success
Ineffective Monitoring
45. Program Support – training,
materials, resources and support
activities
Processes – recruitment, selection,
matching and communication
Mentoring – relationships maintained, quality
Outcomes – mentees, mentors,
organisation
46. To what extent do you agree that this program enabled mentees to:
Outcomes
Strongly
Disagree
Disagree Not Sure Agree
Strongly
Agree
Reflect on
career
aspirations?
Take ownership
of career
development
Set career-
related goals
Achieve career-
related goals
Questionnaire
47. Success Indicator Data Sources Method
Participant objectives
achieved?
Participants Survey at end of
program
Number of downloads
from website?
Google Analystics Check at critical points
Partnerships maintained
for the duration?
Participants Co-ordinator to contact
and ask
Retention of target
group?
HR data Pre/post measures
Participation in
activities?
Webinar report
Attendance list
Compare various
topics/medium
Evaluation Matrix
48. •Identified success
indicators and measures
•Coordnator monitoring and
follow-up
•A mid-point and final
review
•Post program or other
forms of evaluation
To evaluate we have:
49. 7. Monitor and evaluate mentoring
7 Keys to Success
6. Provide structure and follow-up
3. Allocate adequate resources - time, money, people
1. Build the business case for mentoring
2. Plan and allow enough lead-time to prepare for mentoring
4. Plan 2-way communication to promote the strategic and
personal value to ALL stakeholders
5. Prepare participants - educate and inform mentors, mentorees
and their managers
Help us design a mentoring program that:
1. Meets your needs and delivers valuable outcomes
2. Is well communicated and supported at all levels
3. Engages people with realistic expectations and commitment to their development
4. Helps people relate their personal development to the overall goals of the Performance and System Design Branch.
For the last 20 years I’ve assisted organisations to set up mentoring, including an award-winning programs with Juvenile Justice and FACS. Here are some examples.
Mentoring has become a bit of a buzzword and it’s important that if we do it, we do it right.
For the last 20 years I’ve assisted organisations to set up mentoring, including an award-winning programs with Juvenile Justice and FACS. Here are some examples.
Mentoring has become a bit of a buzzword and it’s important that if we do it, we do it right.
Help us design a mentoring program that:
1. Meets your needs and delivers valuable outcomes
2. Is well communicated and supported at all levels
3. Engages people with realistic expectations and commitment to their development
4. Helps people relate their personal development to the overall goals of the Performance and System Design Branch.
Benefits of Mentoring: Who has been mentored before (formally or informally)?
Who’s been a mentor to someone else?
Justice Mentoring Benefits
Which of the benefits listed did you experience?
Have them highlight on HO
Are there other benefits you experienced or would want as a mentor/mentoree in the JSPD program?
How do you think a mentoring program will benefit JSPD?
Have them brainstorm and list on flips
Top 3 from each syndicate
Let’s look at how what you’ve come up with fits with the input so far.
What To Evaluate
The evaluation will examine the following aspects of your mentoring program:
Processes
Recruitment
Selection
Matching
Communication
Mentoring
Relationships maintained
Quality
Participant Support
Training
Materials and resources
Other support activities
Outcomes
Mentorees
Mentors
Organisational
Sources from which the data can be elicited include the participants who may be surveyed or interviewed and various records that can be accessed.
Because mentoring is seen as natural and organic less attention may be paid to it. Yet, organizational culture is dynamic and cannot be taken for granted. Turnover, particularly at the top, economic challenges and changing priorities will influence the organizational environment. A mentoring culture must be nurtured if it is to survive and thrive.