FC: Workplace Mentoring Action Plan
1: Mentoring Plans require structure and support to be effective. Our action plan answers the following questions: who, what, when, where why, and how and provides you with a glimpse of what we realize will take some time to develop and assess.
2: Creating a business environment where information easily passes from the knowledgeable to knowledge-seeking employees whose job functionality hinge on timely, relevant information is a worthy business goal. With a dexterity of knowledge flow, employees become empowered to use information to determine appropriate action on daily tasks with efficiency and confidence. As described, 5 Girl Publishing is a company that was interested in creating a workplace mentoring program to capture experienced employee knowledge for less experienced, or new-to-the-role, employees in efforts to build synergy.
4: Who? Employees from both offices will form part of the mentoring program. Employees will be partnered up into a mentor and protégé partnership. Based on our research, it is best to have partners choose their own groups. Therefore, partnerships will be submitted and approved by upper management, to ensure that the partnership will be formed for the intended purpose. The concept initially will have a senior level employees paired up with a novice employees to share knowledge and best practices.
5: What? Confidentiality Standards Stating, Sharing and Negotiating relationship between Mentor and Mentee Frequency and Mode of contact The length of the mentoring agreement Activities: both planned and informal will take place Points for reflection and feedback An ‘end of mentoring’ process
6: Pre-mentorship questions to consider What are the strengths of current informal, casual mentoring activities? What are the weaknesses of current informal, or casual mentoring activities? What resources will we commit to a formal mentoring program? Time Technology Money
7: When? The mentoring program will begin on April 1, 2012, in both locations. Management of 5 Girls Publishing would like to be able to create synergy between the two offices as quickly and efficiently as possible. The program is expected to continue on an ongoing basis.
8: When? There will be a review of the program every two months. Interviews with both mentors and mentee/protégés to determine if the relationships are meeting the needs of the participants Management will also review the goals that were set at the beginning of the program to determine if the program is fostering the results anticipated.
9: Where/How? An informal meeting area has been set up for opportunities of discussion between the mentor and mentee. This designated area can also be used to invited speakers of interest in the publishing field or related technical areas. A resource library available to all employees will also be housed in this informal area. Visual equipment will let the two locations meet on a regular basis to discuss common goals, concerns and future ways to meet all of the mentoring needs. Community tools will be used as a resource for mentoring, such as open houses, event publishing and area professionals.
10: Where/How? The mentee may rotate departments offering new opportunities and awareness of others’ duties and possibly create a new area of interest. The mentor may assign small projects to aid in professional development. Informal gatherings will assist in the mentoring program. Through these meetings more could be learned about the company and the functioning of subcultures. Opportunities to involve post-secondary institutions through apprenticeship programs will be developed.
11: On-line with video/audio Traditional formal face to face Specialized skill quick mentoring Reverse mentoring Group mentoring Like-minded mentoring—Linkedin, listserv, associations
12: Why? Professional mentoring relationships have been shown to assist new employees to adjust to a new professional role. Mentoring programs support the development of a professional self as the employee has access to the knowledge and experiences of another professional. The model provided by 5 Girls Publishing, could similarly be used by others in efforts to capture and retain employee expertise.
13: Reflection and Evaluation