Formal mentoring programs: A “poor cousin” to informal relationships? Finally, subordinate mentors can be rich sources of information about people and procedures. Wanberg, Welsh, and Hezlett (2003) identified six primary characteristics of formal mentoring programs that can directly influence the program's effectiveness: (a) program objectives, (b) selection of participants, (c) matching of mentors and mentees, (d) training for mentors and mentees, (e) guidelines for frequency of meeting, and (f) a goal-setting process. – just pick up a “Happy to Be Your Mentor!” or “Will You … We're celebrating the program managers of the mentoring movement in NY! Different mentors may be able to address different developmental needs of mentees in order to facilitate career progress. In addition, the measure phase is also focused on assessing program health to identify trouble spots and opportunities. Further, the mentoring relationship represents an important developmental relationship for the mentee as it supports and facilitates his or her professional development. View highlights … They do not, however, dictate what is good and bad mentoring. Consider giving mentees a say in the matching process by allowing them to select a particular mentor or submit their top three choices. The psychosocial function emerges after the mentor and mentee have established an interpersonal bond. While it is no easy task to build a successful mentorship program from scratch, following the five step process will put you on the right path to achieve your organization’s learning goals. Two broad mentoring functions are at their peak during this stage. Areas in which the two overlap include positive regard, setting boundaries, active listening, and ethical behavior. Think about how you’ll want to match people, or if you’ll want them to save time by having them match themselves. WATCH AND LEARN. Also track “funnel” conversion metrics, which show the progress participants make at each step of the mentoring program starting at enrollment. When considering this principle, psychologists must also be aware that mentoring is a mutual relationship. For the purposes of this document, it is important to differentiate between the terms protégé and mentee. First, it brings focus at the onset, which helps a mentorship get off to a good start. Unlike the cultivation stage, the focus of the relationship is no longer centered on the mentee's career development. It is also where mentoring can get stuck. For true impact on your organization, it takes effort, resources, and know-how. In B. R. Ragins & K. E. Kram (Eds.). Both functions provide explicit and implicit lessons related to professional development as well as general work–life balance. Demystifying gender differences in mentoring: Theoretical perspectives and challenges for future research on gender and mentoring. Perhaps the most visible interpersonal problem in mentoring occurs when the relationship moves from a professional one to a personal one. A long term goal is to establish web-based networking for the APA membership. The cultivation stage is the primary stage of learning and development. The starting point for any mentoring program begins with two important questions: To answer these questions you will need to dive deep to understand your target audience. Translate your vision into SMART objectives: specific, measurable, attainable, relevant and time-bound. Matching starts by deciding which type of matching you’ll offer in your program: self-matching or admin-matching. Janet A. Ma..hews, PhD Provide all mentoring relationships with timely and relevant “help resources” (topical content, mentoring best practices, etc.) Psychologists should try to help others and be careful not to harm them. See how software walks you through configuring a program. A mentoring program helps new hires or those beginning their careers find experienced mentors who can guide them on their professional journeys. The New York State Mentoring Program creates supportive Mentor relationships for students at risk of dropping out of school. Everyone has bad days, and forgiveness and patience will aid in overcoming what may appear to be barriers to a successful mentor relationship. Table 1 (PDF, 182KB) illustrates how different mentors may help a mentee address a variety of developmental needs. Danny Wedding, PhD A healthy mentor relationship matures and both the roles and responsibilities change to accommodate that maturation process. How can you help mentors be more efficient with the time they have to dedicate to mentoring? Respect is a cornerstone of the mentoring process. In general, personal reflection about the mentor relationship both before initiating it and throughout its course, by both the mentor and mentee, will contribute to a robust, growth-oriented relationship. Their similar positions and shared developmental needs provide a common ground for peer mentoring. The Stages of Mentoring section of this guide outlined the mentor relationship and establishing appropriate boundaries and warned that the relationship can devolve into a tangle from which both mentor and mentee wish to escape. Mentoring and organizational socialization: Networks for work adjustment. Part of this clarification process is establishing that the mentor will help the mentee and not just use the mentee to further his or her own career. Likewise, the former mentee may serve as a mentor to others. Thro… The former mentor may establish mentoring relationships with new mentees. Higgins, M. C., Chandler, D. E., & Kram, K. E. (in press). This serves two purposes. Some mentors may conceptualize the relationship as a business arrangement in which both parties benefit and some mentees may feel entitled to the attention of the mentor. For early career psychologists, a matrix of mentors and developmental functions is presented in Table 1 (PDF, 182KB). The following section provides an illustration of the relationship of these ethical principles to the mentoring relationship. Even if your organization doesn’t choose to formally track the details, just the act of reporting progress helps mentors and mentees stay productive. The MPP is administered by the Division of Minority and Women’s Business Development (DMWBD), which approves and monitors mentor … Good matching programs are sensitive to demographic variables as well as common professional interests. Many psychologists are familiar with the necessity of rapport development with clients for positive therapeutic outcomes. Second, it adds accountability to accomplish something. COVID-19 resources for psychologists, health-care workers and the public. Ragins, B. R., Cotton, J. L., & Miller, J. S. (2000). For example, if mentoring exists within a research context, there are issues of workload and publication credit. A well-planned, thoughtful mentoring program will encourage people to connect with others on a personal level and build strong, trusting relationships that motivate and guide toward future goals. This principle also serves as a reminder that in some mentoring relationships there may be a power differential that could impact the process. It’s an incredible experience effective in shaping learning and growth. Ask participants and stakeholders how well the mentoring program met their goals and the goals of the organization. form.onSuccess(function(values, followUpUrl) { View details on how automated matching works. Chao, G. T., Walz, P. M., & Gardner, P. D. (1992). Although this is good advice, it may be harder to define both help and harm in the mentoring relationship than in more formal psychological relationships. On the other hand, if the mentoring is within an organizational context, issues may be more closely related to confidentiality and navigation of internal political systems. Although mentoring is generally defined as a relationship that helps the mentee and the mentor, problems in the relationship may hinder the career development of either individual. A mentee may also ask for personal favors or expect involvement and credit with the mentor's work. Read on to find out how you can create your own high-impact mentoring program in five steps. This is an important factor in helping new hires to feel more a part of the organization. Common questions you will want to ask are: Is the mentoring timeframe too long, too short, or just right? Mentoring research: A review and dynamic process model. 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