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Mentoring in the WorkPlace. PKDobbins R.N., M.S. Executive CHN Director Hendry and Glades County Health Departments. Mentoring assists protégés on a Transitional Journey by:. Support Challenge Vision.

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mentoring in the workplace

Mentoring in the WorkPlace

PKDobbins R.N., M.S.

Executive CHN Director

Hendry and Glades County Health Departments


Support affirms the validity of the protégé’s present experience. Transition requires a trusting relationship for courage to “take a leap”.

methods of support
Methods of Support
  • Listening, Hearing, Understanding
  • Providing structure
  • Expressing positive expectation
  • Serving as an advocate
  • Sharing him/herself
challenge to open the gap between prot g and environment
Engaging in discussions that perturb the protégé’s assumptions

Heating up dichotomies—present black and white choices

Constructing competing hypotheses

Setting high standards

Setting tasks

Challenge: To “open the gap” between protégé and environment.
vision helping prot g apprehend a different reality
Keeping tradition


Offering a map or developmental schema

Suggesting a new language

Providing a “mirror” to extend self-awareness

Vision: helping protégé apprehend a different reality
level i teaching the job
Level I-Teaching “the job”
  • Imparts a feel for the job, knowledge o skills needed and info on trends.
  • Shows best methods for managing people in the organization
  • Draws organizational map: transfers info about politics, personalities, presentation of self. Transmit info. About classified data.
teaching continued
Teaching continued
  • Career Guidance:provides picture of career paths available inside and outside the corp.
  • Redirecting:realistically looking at skill, skill potential and suitability.
level ii personal support
Level II—Personal Support
  • Psychological Support:To overcome pressures/strains accompanying transition to positions of greater responsibility. Accentuates positive factors/new position. Imparts perspective.
personal support
Personal Support…..
  • Confidence Building:Through various attitude and behavioral methods
  • Assistance with personal life: Deal with family pressures, personal Dilemmas, and conflicts that interfere with job performance.
level iii organizational intervention
Level III—Organizational Intervention
  • Protection: intervening in conflicts and situations that endanger organizational advancements. Protégé’s careers are often negatively affected by weak or threatened supervisors/ staff requiring mentor intervention. Mitigate negative career effects of reorganization/merger.
organizational intervention
Organizational Intervention
  • Market the Candidate:advertises protégé’s good qualities and skills to senior management. Helps gain visibility at in-house interfaces and outside meetings. Protégé does not seem self-promoting.
  • Access to resources: Mentor uses his position to access resources, supply and communication lines that would ordinarily be unavailable.
level iv sponsoring
Level IV—Sponsoring
  • Direct: Increase title, expansion of function, manipulation of political factors.
  • Indirect:Admission to in-house training, programs; key management programs; obtain appointments, seat on boards, etc.
factors in selecting a mentor
Factors in Selecting a Mentor
  • ?good at what he does?
  • ?good teacher?
  • ?good motivator?
  • ?responsive to my needs/goals?
  • ?what are mentor’s needs and goals?
factors continued
Factors continued
  • ?how does organization judge the mentor?
  • ?Is the mentor getting support?
  • ?How powerful is the mentor?
  • ?Is the mentor secure in his own position?
strategies employed to attract a mentor
Strategies Employed to Attract a Mentor
  • Competence-possessed/demonstrated
  • Achieving visibility
  • Getting key assignments
  • Showing a desire to learn
  • Taking advantage of key interfaces
strategies continued
Strategies continued
  • Willingness to help mentor accomplish his goal
  • Taking the initiative
  • Making self accessible
  • Ability to express the need
what mentors look for
What Mentors Look For…….
  • Intelligence
  • Ambition
  • Loyalty
  • Ability to perform the mentor’s job
  • Similar perception of work and organization
  • Commitment of organization
mentors look for continued
Mentors look for continued
  • Organizational Savvy
  • Positive perception of the protégé by the organization
  • Ability to establish alliances
  • Ability to express need/goals of mentorship
mentoring is not limited to novice workers mentoring is lifelong growth as a mentor or mentee
Mentoring is not limited to novice workers. Mentoring is lifelonggrowth: as a mentor or mentee.