The document provides guidance on creating a mentoring program within an organization. It outlines objectives like developing talent, providing career guidance, and helping mentees achieve goals. Mentees are less experienced employees and mentors are highly experienced employees selected for their skills and ability to guide others. The program must have management support and a steering committee. Mentor-mentee pairings are determined based on candidate profiles. Ground rules include regular formal meetings and action plans for mentees. Training orients participants and provides examples. The roles of mentors in challenging and supporting mentees, and obligations of mentees to be open, are also defined.
3. • Mentees
– Most “inexperienced” employees.
– Even “experienced” employees in new roles.
• Mentors
– A highly performing “experienced” employees.
– Selection based on experience & skills that are
useful in developing others.
– Ability to communicate openly with others.
– Willingness to dedicate the time needed in the
mentoring of a less experienced colleague.
Creating a Mentoring Program
Mentoring is for ?
10. 1st Meeting Ground Rules
1. The Mentor/Mentee commit to holding a formal
session 3 to 4 times per year.
2. The formal session shall be long enough to allow the
Mentee to fully express and share issues.
3. Mentors and Mentees are encouraged to hold
additional informal sessions as they see fit.
4. The Mentor/Mentee will develop a set of career and
professional goals for the Mentee.
5. The Mentor/Mentee will develop an action plan for
the Mentee to work toward achieving these goals.
6. The Mentee is responsible for writing out the goals
and the action plan and providing a copy to the
Mentor.
7. Part of the follow‐up sessions shall be used to
discuss the status of the action plan.
Creating a Mentoring Program