Understanding Good Practice in Workplace Mentoring
I am a Watch Manger at Crewe Community Fire Station in Cheshire. I have spent 3 years in Operational Training Group and I am competent in an Operational and training role. I now need to mentor my team and Fire cadets within the organisation. There are also new firefighters that I will mentor, our phase two firefighters. Mentoring is one of the important and essential skills for leadership and management. First of all we need to define what Mentoring is? According to Wikipedia mentoring definition is
“Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protégé)". Another definition is
“A mentor opens a space in their life for another to step into. A mentor is there”.
Understanding the context for effective workplace mentoring
Describe and define the purpose of workplace mentoring (16 marks)
Workplace mentoring is a learning partnership between employees for purposes of sharing technical information, institutional knowledge and insight with respect to a particular occupation, profession, organization or endeavour. Mentoring is perhaps best described as a developmental process - dynamic and unique to each person. Informal mentoring relationships may develop in the work setting when a more seasoned employee takes a new employee “under his/her wing.” Formal mentoring programs allow organizations to create and nurture those relationships by matching more experienced employees (mentors) with less experienced employees (mentees) to meet specific agency objectives while helping those individuals in the mentoring relationship to identify and develop their own talents. Cheshire Fire and Rescue Service recognise the importance of having the right staff, with the right skills in the right place at the right time. Mentors are recognised as key activities for developing individual performance and benefit individuals who require support within their current role or to help them develop their career.
The coaching and mentoring framework has been introduced to strengthen the culture of supported learning and development and maximising team, individual and organisational performance.
All Line Managers, whether green, grey, white or gold book, have a responsibility for developing their staff and providing feedback. Coaching and mentoring offer opportunities to develop and support staff, and as such, all managers are expected to demonstrate their commitment to coaching and mentoring.
All documentation relating to the framework in subject to the Data Protection Act, and therefore, these principles need to be available to and adhered to by all staff.
Explain the role, remit and responsibilities of an effective workplace mentor (16 marks)
An effective mentor needs to help the mentee identify with their organization and professional environment. This being and understanding his goals that they want to achieve. They must be prepared to help the mentee through difficult situations and help the mentee find there own solutions to the problems. Work with the mentee to develop his/her self-confidence; ensure communications are clear, open and reciprocal. With this help this will help develop creative and independent thinking. With all aspects of data the mentor must maintain confidentiality. Documentation Written guidelines explain we need to explain the goals of the program, the basic principles of mentoring and the specific process of mentoring within the agency Mentor and mentee should discuss things like
Contact and response times
Bibliography: CFRS Service Information System “Coaching and Mentoring Framework”
CFRS ELearning “Coaching and Mentoring”
Instep “The Essence of Coaching”
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