Kristy Besant BPM and Mentoring Unit 9

Topics: Business process management, Process management, Business process Pages: 5 (944 words) Published: June 18, 2015

BPM and Mentoring
Kristy D. Besant
MT 400
Kaplan University
April 30, 2014

BPM and Mentoring
Once the BPM project nears completion, the process team has to be concerned with the best-fit rollout option as well as providing information to the work team that will handle the completed process or process change to ensure they are successful. “Mentoring” is the term that best fits the methodology. It is most often a one-on-one activity, which an experienced individual (the mentor) provides guidance and advice to someone with less experience (the mentee). By the nature of the process, any mentoring is a close one in which experiences, knowledge, and skills are shared. The best way for mentors and mentees to share this information is through the process called shadowing. Shadowing provides a visceral and active learning environment. Shadowing is the process that occurs when the mentee actively watches, follows, and participates in the activities, actions, or processes that are completed by the mentor. Mentoring plays an important role in the business world and anyone can be considered a mentor as long as he or she has knowledge to share. When one looks at the Business Process Management (BPM) team, he or she has a good chance to find a mentor. All members of the BPM team can be considered possible mentors, but that does not mean that all of the BPM team members should be considered mentors. Possible is the keyword because there is the possibility for all of the BPM team members to be considered a mentor. The team member has to gain and maintain the know-how or remains current on the requirements for his or her duties and responsibilities in order to mentor someone. It is important for the team members to work towards subject matter experts in order to take on the role of a mentor for anyone within the organization. During the institutionalization of the new processes, certain team members will be classified as the mentee(s) within the organization. The team members that should be the mentee(s) are the new employees, the team members that are new to the team, and the team members that are working on his or her professional development. The mentee(s) are parties that need someone with to teach him or her the ropes and how to effectively meet his or her objectives. The mentee(s) can receive a wide variety of assistance from a mentor as well as guidance on an array of subjects and new challenges. The mentor will offer the mentee(s) new ideas and the ability to see things from other perspectives. It is critical for the mentee(s) to communicate to the mentor which areas he or she needs the most guidance. The mentee(s) must be receptive and open to feedback, be receptive to the opportunity to improve themselves, as well as being loyal and not violating confidences or trusts. During the institutionalization of new processes, the mentee(s) should be team members that would benefit the most from going through the mentor program. A method that mentors and mentees can vary depending upon the mentor and the mentee. One method is to shadow and this is an effective method for a mentor to teach his or her mentee. The mentor can use shadowing as a form of on-the-job training to help the mentee(s) develop his or her knowledge, experience, and skills. Shadowing is an essential component of welcome new employees and to give him or her a feel for the work environment. Shadowing can establish the changes within the company after the completion of the BPM project because it helps the mentees to absorb the norms, standards, and values of the organization. The mentees sees those things in everyday action and application in the work environment by utilizing shadowing. Shadowing allows the mentees to see and then demonstrate and to practice his or her job skills in action after using shadowing. Another way to establish the changes within the company after the completion of...

References: Canfield, J. (n.d.). Finding a mentor. Retrieved from
Gardner, T.E. (2009). Finding the right mentor. Retrieved from
Jeston, J. & Nelis, J. (2008). Business process management: Practical guidelines to successful implementations, 2nd ed. Boston, MA: South-Western Cengage Learning.
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