Providing Support To New Mentors And Mentees Medical Essay

This toolkit has been developed to provide support to individuals taking part in a mentoring program for the first time. It points out the mentoring process, respected jobs of the mentor and mentee and guidance regarding the groundwork, development and final result of the mentoring romance.

What is mentoring?

Mentoring is an activity for personal and professional development when a more experienced specific (a mentor) and a learner (mentee) talk about encounters, knowledge, skills, perspectives and beliefs.

The goal of mentoring is unique to each mentoring romantic relationship however in basic, the mentee should take advantage of the increased skills and understanding of the coach, and develop clear goals because of their professional development.

The mentor also benefits from the fresh perspectives of the mentee and having the ability to share know-how and constantly reassess how to improve and build after their skills and knowledge.

Why coach?

A successful mentoring program benefits everyone involved, the mentor, mentee and the organisations to which they belong. Where mentoring programs can be found between split organisations, a mutually beneficial ongoing collaboration can result.

Reasons for mentoring range from induction, job development, succession planning, staff retention, professional development, change management, and leadership development.

Benefits to mentors include:

Satisfaction in contributing to the development of skills and knowledge in another

Enhanced command skills

Opportunity to build up communication and interpersonal skills

Improved understanding and fresh point of view on issues within the organisation or industry

Building on professional development network

Opportunity to think about own practices

Cement role as subject material experts and leaders.

Benefits to mentees include:

Opportunity to develop new skills and expertise

Enhanced confidence in dealing with problems and issues

Gaining another (sometimes more senior) point of view on organisational issues

Access to impartial and objective perspectives

Enhanced networking opportunities

Help to set goals and work at them

Potential for increased awareness within own organisation

Support during times of change and transition.

Successful mentoring

To be successful the mentoring romantic relationship must be based on mutual admiration and trust and a both get-togethers must be enthusiastic and willing to commit time and effort in to the process. The success of the mentoring relationship will depend on:

Setting clear shared goals upfront

Formulating an action list to achieve agreed goals

Managing time well, including daily conferences to track progress against goals

Commitment from both mentor and mentee to the experience

Good communication which includes open and honest feedback

Modelling professional values and ethical criteria.

Role of the mentor

The mentor's role is to facilitate a positive learning experience that helps the individual personal and professional goals of the mentee. That is achieved through:

Listening and giving an answer to the needs of the mentee

Negotiating appropriate restrictions of the mentoring relationship

Helping the mentee to create challenging but achievable personal and professional goals

Openly showing experience and expertise

Creating a safe environment where mentees feel safe discussing issues openly

Challenging current perspectives

Enabling mentees to gain confidence to control problems and make effective decisions independently.

In a mentoring marriage, the mentor must adopt different tasks as the necessity develops. Specific experience required by the coach will change with respect to the specific needs of the mentee and purpose of the mentoring program, however all mentors should have the ability and determination to:

Openly share experience and learning

Listen with empathy

Act as a sounding table for ideas

Help find solutions

Provide psychological support

Give and get genuine and constructive feedback

Invest time into the relationship

Keep the mentee on track to obtaining goals.

A mentor should avoid:

Talking too much - listening is the key

Giving advice without first motivating the mentee to create solutions themselves

Being too active to give the correct time and focus on the mentoring relationship

Being judgemental and critical of the mentee in order to emphasize their own competency.

Role of the mentee

The mentee's role will vary depending on context and reason for the mentoring program but can include:

Taking responsibility for defining and reaching the goals they desire to achieve from the relationship

Respecting the boundaries of the mentoring relationship

Openly showing experience and expertise

Listening and being available to new perspectives

Developing the capability to create their own solutions

Proactively control the scheduling of the mentoring meetings

Giving and obtaining honest and constructive feedback

Investing time into the relationship

Sharing new ideas.

The mentee should avoid:

Becoming reliant on the mentor to solve problems

Being negative about the mentoring opportunity

Playing it safe rather than taking chances when appropriate

Blindly recognizing the mentor's suggestions without putting forward their own ideas

Being defensive and shut to constructive criticism.

Cross culture mentoring

Mentoring across ethnic variations can have covered difficulties and mentors need to appreciate that when you are mentoring someone of a different Competition, Ethnicity or Gender that you need to take consideration of this difference. Dr Helen Turnbull suggests three techniques for successful cross ethnical mentoring:

Have an open up discussion about ethnical differences within the mentoring process.

Be ready to find out about the mentee's world and really notice their perspective

Understand the culturally different principles that the mentee brings to the stand.

Suggested method of mentoring

A successful mentoring romance is made on trust and a respect. It is therefore important to guarantee the mentoring program is organised to aid the development of the important romance.

Planning

Before the first appointment both the coach and mentee should think about what they believe they can bring to the mentoring marriage and what understanding and experience they wish to gain from it. Both coach and mentee should try to determine more about their mentoring partner's current role and experience and produce some questions to fast conversation at the first scheduled meeting.

The first meeting

The initial appointment should be utilized most importantly to develop the mentoring romantic relationship. It ought to be a time for the mentor and mentee to find out more about each other's current role, experience and expectations for the mentoring process. Key decisions to be talked about and documented at this meeting include:

Personal and professional goals for the mentoring relationship

Actions needed to achieve goals

Timeframe of the relationship

The frequency, period and location of future mentoring lessons and activities.

Available by the end of this report are tools to use at the original meeting to help identify goals and report actions had a need to achieve goals. (Tool 1: Needs Analysis, Tool 2: Goal explanation; Tool 3: Action plan).

Subsequent meetings

At the beginning of each subsequent getting together with, the mentee should think about progress made because the previous conference and document progress using Tool 4: Record of mentoring time (template available at the end of the document). During the meetings the mentor and mentee should discuss progress made because the previous meeting, together with any issues experienced and possible solutions. At the end of the conference both people should discuss and track record any learnings resulting from the assembly, and report activities to be completed before the next getting together with. Finally the time and host to the next meeting should be decided on.

Final meeting

The final meeting is about discussing the final results of the formal mentoring program including individual and professional achievements and learnings. It ought to be a time to reflect on the initial goals set at the start of the relationship and record and celebrate improvement made against these goals. It is also a great time to go over what's next for the mentee and how they will continue their personal and professional development.

 

Mentoring program evaluation

The mentoring program should be assessed informally throughout the procedure. This is through informal daily capture ups and by checking progress against your action graphs to see how goals are being met. By the end of the formal mentoring relationship it is important to go over the success of this program up against the goals set at the start. There's a formal analysis form provided at the end of this report (Tool 5: Mentoring analysis form). The analysis process will identify opportunities for even more learning and can give food to into an action arrange for ongoing partnerships.

Additional resources

National Mentoring Partnership

http://www. mentoring. org

The Mentoring Center

http://www. mentor. org/

National Mentoring Center

http://www. nwrel. org/mentoring/

LGPro Mentoring Program

http://www. lgpromentoring. com. au/

Human Factor Assessments

http://humanfactorassessments. blogspot. com

Betty Neal Crutcher: "Cross-Cultural Mentoring: An Study of the Perspectives of Mentors. "

Mentoring guidelines

http://www. uq. edu. au

The Mentor Control & Learning resource Network

http://www. mentors. net/

The NEA Base for the Improvement of Education

http://www. nfie. org/publications/mentoring. htm

Creative Mentoring

http://www. creativementoring. org/

Center for Training and Mentoring

http://www. coachingandmentoring. com/

Mentors Peer Resources

http://www. mentors. ca/learnmentor. html

Tool 1: Original mentoring assembly - needs analysis

Use this tool as a guide to producing goals for the mentoring relationship. You need to discuss your history, current roles, interests, concerns and what both of you hope to gain from the mentoring romance.

Date: / /

1) Needs: What do you most want to accomplish from the mentoring process?

2) Interests: What exactly are your main interests and skills?

3) Issues: What issues do you currently experience in your work at present?

4) Targets: What do you anticipate from this mentoring process?

Tool 2: First mentoring meeting - goal definition

From your Needs Analysis discussion, define your targets for the Work Location / Mentoring process. There exists space here for five goals (you could have less). In determining your targets, be specific and realistic about what is achievable with time you have mutually.

Date: / /

Goal 1

Goal 2

Goal 3

Goal 4

Goal 5

Tool 3: Initial mentoring appointment - action arrange for achieving goals

Make an action plan to help achieve each of your goals.

Date: / /

Goal 1:

Action

Who

Date/ Time scheduled

Goal 2:

Action

Who

Date/ Time scheduled

Goal 3:

Action

Who

Date/ Time scheduled

Goal 4:

Action

Who

Date/ Time scheduled

Goal 5:

Action

Who

Date/ Time scheduled

Tool 4: Record of mentoring session

Date: / /

1) Progress against goals:

2) Issues diagnosed:

Issues identified

Possible solution

3) Learnings out of this meeting

3) Actions slated for conclusion before next meeting

Action

Who

Date/ Time scheduled

Agreed next meeting time: / /

Tool 5: Mentoring evaluation form

Program evaluation

1) What goals did you and your mentee arranged for the mentoring process?

2) Performed you achieve these goals? If not, was there a reason because of this?

3) Did any new goals derive from the mentoring program? If yes, provide details.

4) Do you think a mutually beneficial relationship opportunity exists between your RTO and the Fellow's RTO. If yes, what support will you need to progress the opportunity. If no, make clear the issues you think are preventing the opportunity.

Tool 6: Ongoing partnership ideas

A key component of the ALA is to build up sustainable human relationships between providers. There is certainly space here to write down some potential relationship ideas and the action/s or external support necessary to develop the opportunity.

Partnership idea 1:

Action

Who

Date/ Time scheduled

Partnership idea 2:

Action

Who

Date/ Time scheduled

Partnership idea 3:

Action

Who

Date/ Time scheduled

Partnership idea 4:

Action

Who

Date/ Time scheduled

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