Why Are We Losing All Our Good People

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Here are some questions that you should ask yourself. The answers will move you closer to what you seek to achieve: What parameters and aims have you set for the mentoring activity? What will your mentoring programme or service look and feel like? What must it achieve and for whom?

What are your timescales?
How will the mentoring programme or activity be resourced and managed and measured? What type of design and planning approach works best for you? (It makes sense to use a design and planning approach that works for you.) What are your main skills and style and how might these influence the programme design? What methods (phone, face-to-face, email, etc) of communication and feedback are available to you, and what communications methods do your 'customers' need and prefer? What outputs and effects do you want the programme to produce for you, and for the people being mentored? How might you build these core aims, and the implied values and principles, into your programme design? How can you best measure and agree that these outputs - especially the agreed expectations of the people being mentored - are being met. How can you best help people in matters for which you need to refer them elsewhere? What skills, processes, tools, experience, knowledge, style do you think you will need that you do not currently have? What do your 'customers' indicate that they want in terms of content, method and style or mentoring - in other words what does your 'target market' need?, and what parts of those requirements are you naturally best able to meet? Mentoring is potentially an infinite demand upon the mentor so you need to have a clear idea of the extent of your mentoring 'offering'. Establishing clear visible parameters enables proper agreement of mutual expectations.  

* your objectives - keep them in mind all the time
* how many people you are training
* the methods and format you will use
* when and how long the training lasts
* where...
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