Effectiveness of Mentoring

Topics: Coaching, Youth mentoring, MENTOR Pages: 5 (1330 words) Published: February 7, 2013
Effective mentoring creates a unique relationship of support and guidance for a protégé in the workplace. It can also be instrumental in personal or academic environments. Effective mentoring gives an extraordinary opportunity to facilitate a protégé’s professional advancement. The shared knowledge of a mentor possessing years of experience is invaluable. The primary goal of an effective mentoring relationship is to challenge the protégé to think and operate within distinctively challenging modes. However, the protégé is not the only one who benefits from the arrangement. Mentors also benefit in various ways. The mentor professionally evolves into capacities furthering their own career objectives. If the mentee and mentor relationship exists within the same organization, effective priming of employees by mentors having climbed through the same ranks provide mentees with challenges, support, and unparalleled commitment. This two-sided value benefits the organization in the form of “succession training,” which is critical to retention. This brief report was compiled after telephonically surveying seventy managers from varied sectors of the professional community. All participants expressed answers to an identical set of posed questions, and although the poll contained a segregated capture of male and female answers, it’s not specifically referenced or graphed within this report. The answers herein demonstrate a collective percentile of forty-four men, and twenty-six women surveyed to represent ages between twenty-two and sixty-nine. The polled participants captured the same median age of ZyBox employees, which is forty-five. INTRODUCTION

Business is increasingly faced with downsizing traditional models of operation. With very little preparation or support, employees are often expected or dutifully obligated to accept more challenging roles. Consequently, workers are moving within organizations and gathering experience, but they’re unable to reflect upon what they are actually learning. Effective mentoring relationships can aid employees to better adapt and learn during this gathering process. A mentoring program can act as a watchful eye to detect both positive and detrimental opportunities within the workplace. Establishing an effective mentoring program is dependent upon the workforce accepting and recognizing the values of mentoring as determinants for future success. Opportunities and success in the work culture has suddenly evolved into a revolving door, one which discriminates heavily in favor of education and experience. By recognizing and realizing the values of effective mentoring, employees can develop and retain skillsets advantageous against this revolving door.

For purposes of this report, seventy outside management professionals were surveyed to represent the same median age as ZyBox employees. Sixty-six of those professionals answered “yes” to having been specifically mentored or recognized that they had been mentored as protégés developed into their current management positions.

In your career development, have you ever had a mentor?

The polling continued with a series of questions posed to gauge the relationship between protégés with their mentors. Whether their designations were formal, informal, or a combination of both, the results proved to be uneven. Interestingly enough, the participants who recognized they had been mentored as protégés did not equate their protégée experiences as formal designations under a company program. The informal designation prevailed.

Which of the following describes your mentoring relationship(s)?

Establishing an effective mentoring program is partly dependent upon the intended workforce accepting and recognizing the program. It was apparent that the majority of those polled most likely distinguished and designated themselves as learners under the guide of someone else on a path towards hopeful management....

Bibliography: Hart, E. Wayne. "Seven Ways To Be An Effective Mentor." Forbes.com.
30 June, 2010. Retrieved 05 Feb, 2013
< http://www.forbes.com/2010/06/30/mentor-coach-executive-training- leadership-managing-ccl.html >.
Hollister, L. Rose. "The Benefits of Being a Mentor." ache.org.
March/April, 2001. Retrieved 05 Feb, 2013
< http://www.ache.org/newclub/CAREER/MentorArticles/Benefits.cfm >.
Travis, Eryn. "The Effects of Mentoring and Business." Demand Media.
Retrieved 05 Feb, 2013 < http://smallbusiness.chron.com/effects-mentoring-business-20596.html >.
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