Plan and Implement a Mentoring Strategy

This design proposal is designed for the ECA Consulting, which is a civil and structural engineering consultancy. It contributes to develop the infrastructure of the towns, cities and rural areas in South Africa. It comprises of various teams for engineering among which the design team is the considered team for this proposal.

Rafi Ahmed Mohammed
201800912
Plan and implement a mentoring strategy
Part 2
Part 2: PRACTICAL ACTIVITY
Design Proposal for ECA Consulting Design Team
Introduction
This design proposal is designed for the ECA Consulting, which is a civil and
structural engineering consultancy. It contributes to develop the infrastructure of the towns,
cities and rural areas in South Africa. It comprises of various teams for engineering among
which the design team is the considered team for this proposal. There is high necessity of
employees who are smart and meet the needs of the engineering companies. Thus, the
following plan is designed based on their requirements, to sell the plan to ECA management
and the board. The new graduates are denotes as the mentees in the proposal.
1) Planning
1. Pre-Planning
For ECA consulting design team mentoring program, conduct pre planning assessment as
follows:
STEP-1: Conduct market analysis.
STEP-2: Analyze the program design and development of the program. From the analysis it
is determined that ECA wants to implement a mentoring program due to the following
drawbacks or limitations:
1) Lack of skills.
2) Improve productivity.
3) Prepare employees for career advancement.
4) To support and inspire the employees.
5) To help all the participants to develop their skills and attitude to be successful both
in their personal and professional lives.
6) To increase the retention.
7) To increase the rate of promotions and employee satisfaction.
2. Pre-program Development
Stakeholder analysis must be done for determining the possible relationship between the
program and the stakeholders. The following consultation methods can help to engage
with the stakeholders- Email, phone, one-on-one interviews, public meetings, pamphlets,
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Plan and implement a mentoring strategy
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magazine etc.
The stakeholders for ECA are:
1) Directors of ECA
2) HR TEAM
3) Managers
4) Mentors
5) Mentees
6) Government officials
7) Neighboring communities
8) Vulnerable Groups
9) Employees and managers, and
10) NGO’s and conservation organizations
The communication chart is presented below:
Stakeholders Objective of Comm. Medium of Comm. Frequency
of Comm.
Audience
Directors of ECA Project objectives, tasks
allocation and
responsibility
Face - Face Twice in
week
ECA HR TEAM
HR TEAM Task allocation, medium
of communication
Face – Face, Email,
Phone calls
Throughout
the program
ECA directors,
managers,
mentors
Managers Introduction to the
project and program
Face - Face Once in a
week
HR Team,
Mentors, Mentees
Mentors Implement the program Face - Face Once in a
week
HR Team,
Managers,
mentees
Mentees Progress in the program Face - Face Once in a
week
Mentors,
Managers
Government To conduct meetings  Texts, Phone,
Emails, or
Once in a
week
HR Team,
Managers,
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Plan and implement a mentoring strategy
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officials messages.
 Face-to-face
interviews.
 Conducting
formal
meetings.
mentees
Neighboring
communities
organizations
To share the required
process details
 Utilize the radio
announcements
and Print
media.
 Conducting
public
meetings.
 Focus on the
group
meetings.
 Conducting
Surveys.
 Information
Centre
Once in a
week
HR Team,
Managers,
mentees
Vulnerable
Groups
To share the required
process details
 Utilize the radio
announcements
and Print
media.
 Conducting
public
meetings.
 Focus on the
group
meetings.
 Conducting
surveys.
Once in a
week
HR Team,
Managers,
mentees
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 Information
Centre
Employees and
managers
To share the information
of organizational
process.
 Phone / fax /
email / text
messaging
 Utilize the radio
announcements
and Print
media.
 Conducting
workshops.
 Focus on the
group
meetings.
 Conducting
surveys.
Once in a
week
HR Team,
Managers,
mentees
NGO’s and
conservation
To contribute to the
country and conserve
the environment.
 Use Phone,
emails, fax or
text messages.
 Focus on the
group
meetings.
 Information
Centre
Once in a
week
HR Team,
Managers,
mentees
Engagement Methods Fitting Application for Methods
Information Centre and
Boards
Each community of project area must establish
Information Boards.
Communication using
phone, Texts, emails and
instant messages.
 Distributing the information of the program to
the organizations, government officials and
agencies.
 Invite the stakeholders to the arranged
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meetings.
Radio announcements
and Print media
 Disseminating the information of the program
to a large number of audiences, and the
stakeholders who are uneducated.
 Make sure the stakeholders know about the
consultation meeting time, date and venue.
Formal meeting  Give the information of the mentoring
program to the stakeholder groups.
 Let the group of stakeholders to give their
opinions and share their views.
 Develop impersonal relations with the
stakeholders of high level.
 Distribute the necessary technical
documentations.
 Use PowerPoint presentations.
 Record the discussions, raised questions,
comments and responses.
One-on-one interview  Ask their views and opinions.
 Enable stakeholders to speak freely and
confidentially about controversial and sensitive
issues.
 Develop personal relations with the
stakeholders
 The interviews must be recorded and saved.
Public meeting  Present project information to a large
audience of stakeholders, and in particular
communities
 Let the group of stakeholders to provide their
views points and give their opinions.
 Develop relationship with the neighboring
communities.
 Share the non-technical information.
 Use PowerPoint presentations, models,
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posters, videos and pamphlets or project
information documents in the meetings.
 Ensure to record the discussions, raised
questions, comments and responses.
Focus group meeting  Let the smaller group (i.e., ranging from 8 and
15 members) to share their views points,
including the opinions of the targeted baseline
information.
 Develop relationship with the neighboring
communities.
 Utile focused group interview guidelines for
facilitating the discussions.
 The responses must be recorded.
Workshop  Share the mentoring program’s information
with the group of stakeholders.
 Let the group of stakeholders to share their
opinions and ask to suggest their view points.
 Utilize the participatory exercises for
facilitating the discussions of groups, analyzing
the information, brainstorm the issues, and
developing the necessary strategies and
recommendations.
 Responses must be recorded.
Survey  Collect views and opinions of each
stakeholder.
 Collect the baseline data.
 Data must be recorded.
 Baseline database must be developed to
monitor the impacts.
The below table depicts the stakeholder analysis in context to the appropriate consultation
levels for each identified stakeholder groups.
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3. Structure the Mentoring Program
3.1 Purpose
The Purposes of Mentoring includes:
 For empowering the mentee.
 To assist an individual in the newly hired post.
 To assist an individual who requires new aspect to their current working role.
 To make the mentee find solution for their difficult situations.
 To provide information and not advice.
 To allow access to situations, knowledge, or networks.
3.2 Type of Mentee
The following are the type of mentees:
1) Introvert mentee
2) Intuitive mentee
3) Extrovert mentee
3.3 Need and goals of the program
The mentoring program is required to help the internal and external candidates to build their
skills, attitudes and perspective to increase their career’s growth and to help the organization
to benefit from it.
3.4 Mentoring model and structure
The following refers to the mentoring model and structure:
 Define Mentoring Program’s objectives.
 Find Your Executive Champion
 Determine an Appropriate Budget
 Identify the Employees To Participate In The Mentoring Programs.
 Determine Mentoring Program Structure
 Plan Your Mentor Matching Strategy and Tactics
 Find Your Mentors
 Publicize
 Create Mentoring Communication
 Develop and Track Mentoring Program Metrics
 Success!
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Plan and implement a mentoring strategy
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3.5 Management plan diagram
Figure: Management plan diagram
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Plan and implement a mentoring strategy
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3.6 Design the mentoring program
Figure: Mentoring program design
1. Develop an action plan to form an advisory committee
The action plan for forming an advisory committee is provided stepwise:
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Action plan Responsible Persons Responsibilities
Define the purpose Management To define the purpose and
objectives clearly.
Recruiting the doubters Recruiters To select the right
individual, who gives
brutally honest feedbacks
which could even
contradict others thinking.
Leverage the network Entrepreneur/owner To find the potential
advisors, from the
personal or professional
network.
Creating agreement owner To create a written
agreement which defines
their roles and
responsibilities, including
other expectations.
Valuing time Advisors The advisors get involved
with their expertise and
desire to help others, so
their time is valuable.
Keep it intimate. Owner Only the skilled advisors
must be approached to
seek advice on specific
challenges faced in the
program.
Maximize the value. Owner The venue, time, agenda
and location of the
meeting must also be
preplanned which
increases the value of the
meeting.
Ensure to maintain the
ongoing communication.
owner To maintain good
relationaship.

Rafi Ahmed Mohammed
201800912
Plan and implement a mentoring strategy
Part 2
2. Develop/select forms and determine a budget
The following steps must be followed for determining the budget for ECA consulting’s
mentoring program:
Expenditure Amount
Cost of promotion $50, 000
Recruitment of a mentor $1,70, 000
Charges of mentor (outsourced) $1,00, 000
Human Resources costs $3,00, 000
Materials and other cost $1,50, 000
Total cost for mentoring program $7,70,000
2) Mentor/Mentee Recruitment and Selection
1. Mentor Recruitment
Potential Sources for Mentor Recruitment
The potential sources for recruitment of mentor are:
1) Internal candidates:
The internal candidates refer to the employees who work in the organization.
2) External candidates:
The external candidates refer to the outside candidates.
The following are the advantages and disadvantages of internal candidates:
 Advantages:
1) It costs less for the organization to recruit the internal candidates.
2) It takes less time to recruit.
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3) Helps to closely monitor the internal candidates before their
selection.
4) Encouraging the internal candidates to apply for a promotion.
5) It creates better understanding of the new role.
6) Increases the return on employee investments.
7) Decreases the rate of staff turnover.
8) Motivates and engages the highly promising employees.
9) Develops the skill and leadership qualities of the employees.
10) Ensures sharing of internal knowledge and experience among the
employees.
 Disadvantages:
a) The chances to get fresh ideas for the organizational benefit are
less.
b) The required skill might not be available inside the organisation.
c) The total number of applicants from which to select is either
extremely more or less.
d) Internal employee’s promotion can create resentment among the
rest of the employees, as they could feel they are more
deserving.
e) For complying with the internal recruitment policy (i.e.,
Employment Equity Act), less qualified employees could be
promoted when compared to external candidates.
f) The internal employees’ negative attitudes cannot be changed
with promotion.
g) Possibilities of passing the contagious negative behaviour and
habits of one employee to the other divisions.
The following are the advantages and disadvantages of External candidates:
 Advantages:
1) It allows the organization to have a large number of candidates to
find suitable candidate.
2) It gives fresh ideas for the organization to be stay competitive in a
long run.
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3) It allows to bring fresh talent from outside which could motivate
the internal employees to increase their productivity and work on
gaining the future promotional opportunity.
4) Allows to have experienced and skilled experts.
 Disadvantages:
a) It costs the organization to recruit the external candidates.
b) It takes more time to recruit.
c) It takes more time to train the external candidates.
d) It can harm the morale of the employees, as the internal
candidates feel threated to get promotions.
Promotional materials and how you will disseminate
Promotions materials like intranet of the organization, cafeteria where the employees spend
their break time, bulletin board, and meetings can be used.
Public Relations Materials
The public relations materials are listed below:
 Strategic Counsel
 Positioning and Messaging
 Development of Public Relations Materials
 Opportunities of speaking,
 Influencer Relations & Analyst Relations.
 Social Media and Media Relations.
 Reviews of the program.
 Awarding system
Criteria for Mentor selection
For mentor selection the following steps are required:
 Ask the following potential questions to the potential mentors, to select the right
mentor:
1) How many years of experience do you have?
2) Where has your career path taken you?
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3) What is the focus of your practice?
4) Do they have any particular areas of interest or expertise?
5) Are you a new graduate?
6) Can you provide suggestions for interview preparation?, and
so on.
 If the above mentioned criteria meet the mentee is considered as potential
mentee.
 Following a successful interview and meeting the basic requirements listed at
the outset
 Viewing the OSOT Mentorship Program Resources for supporting in the journey
as a mentee.
 How can we improve?
 Complete the ‘Evaluation Survey’ to provide OSOT and give
feedback to help them improve and support their members
throughout the mentorship experience.
 When the OSOT must be contacted.
 The mentor must be encouraging, Enthusiastic, Confident and Motivating to
help the mentees develop their skills.
 Has leadership and management qualities.
 They must have the ability to develop the mentor and mentee relationship.
 They must be Adaptable.
 They must Inspiring for the mentees.
 They must be Knowledgeable about the area they take.
 They must Responsible and Accountable for their mentoring.
2. Mentee Recruitment
 The mentee should send their CV with a cover letter for their selection in the
mentorship program. The cover page should not exceed one page.
 The mentee should have the ability of travelling to other places.
 The mentee should make themselves available for the program, and meet the
set duration of the program.
 The mentee should attend minimum 6 one-hour sessions included in the
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mentorship in more than 6 months.
 In the mentorship scheme, the mentee should finish a short experience
evaluation.
 Building relationships with the programs which give free transportation could be
a beneficial resource.
 Distributing the program flyers in various facilities or centers.
 Program overview to state the benefits for the individual.
 Roles and responsibilities described to the mentees.
 An application form stating the reason to be involved in the mentoring program.
 Mentee agreement form.
 Interest inventory.
 Parent or the guardian’s permission form.
 There are more important attributes for the mentee.
-positive attitude and respect for people
-individuals who show potential for growth
How would you determine if prospective mentees meet that criteria?
 Ask the following potential questions to the potential mentors, to select the right
mentor:
7) How many years of experience do you have?
8) Where has your career path taken you?
9) What is the focus of your practice?
10)Do they have any particular areas of interest or expertise?
11)Are you a new graduate?
12)Can you provide suggestions for interview preparation?, and
so on.
 If the above mentioned criteria meet the mentee is considered as potential
mentee.
 Following a successful interview and meeting the basic requirements listed at
the outset
 Viewing the OSOT Mentorship Program Resources for supporting in the journey
as a mentee.
 How can we improve?
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 Complete the ‘Evaluation Survey’ to provide OSOT and give
feedback to help them improve and support their members
throughout the mentorship experience.
 When the OSOT must be contacted.
3. Mentor/Mentee Selection
Design and develop procedures and processes for mentor recruitment
 To find the potential mentors in the coordinator networks or in the
background organization could be utilized.
 Registration form or the questionnaire of the mentors must contain the
special expertise information.
 Potential mentor interviews designed by the manager or the
coordinator.
 Final selection of the mentor.
 Matching the mentor and mentees.
3.1 Procedures and processes for mentor recruitment
The mentor recruitment Procedures and processes includes the following:
1. Ensure that all the people/employees get to know about the mentoring program to be
conducted.
Use the following mediums:
1) Email all the
2) Posted announcements in cafeteria.
3) During meetings
4) Intranets/CRMs
2. In the above mentioned announcements, share the time commitment issue immediately so that
it can be resolved.
3. Ensure to share nearly top ten reasons to become a mentor or mentee.
4. Conduct a mentoring "readiness" survey.
5. The high-potential mentors and mentees must be recruited directly.
6. Ensure that the Human Resource talks about the mentoring program.
7. Share the successful participants’ stories.
The following approaches can be used:
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Plan and implement a mentoring strategy
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a) Write a case study to highlight the success of the program.
b) Conduct video interviews with successful matches and share the videos via intranet or
email.
c) Conduct information meeting related to the mentoring program, where the star mentors
and mentees can speak.
8. Encourage the former mentees to take the place of mentors.
Create a form for Mentor/Mentee enrolment into the program.
MENTORING ENROLMENT FORM
Date:
Personal information
Name:
______________________________________________________________________________
Name of the firm or organization:
________________________________________________________________
Work phone number:
_______________________________________________________________________
Home phone number:
_______________________________________________________________________
Email address:
______________________________________________________________________________
Work circumstances (tick one):
Student | Partner | Associate| Sole Practitioner | Government Lawyer | In-House Lawyer | Articled
Student
Other (please specify):
_________________________________________________________________
What is your firm’s size, if you are an employee or associate in a law firm?
______________________________________________________________________________
Year: 2019
Areas of practice interest:
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 Executives
 Administration
 Other (please specify):
___________________________________
Do you have a preference for the geographic location of your Mentor/Mentee and if so, what is it?
Program information
Circle what you wish to be?
Mentor or Mentee
Matching information
MENTEES
To enroll as a Mentee, the following must be completed:
What goals according to you must be addressed for the mentoring relationship? The goals could
contain developmental, professional, marketing, business, work-life balance, or other goals that
you desire to be identified. Be specific.
Identify the specific attributes that you seek in a mentor. These attributes could contain mentor’s
experience, diversity issues, type of practice, personal background, family issues, or other
attributes you are interested in.
Are there any exceptional firms or organizations with whom you don’t wish to work, due to any
reason? If yes, please mention the names of those firms/ organizations.
If, in your area no suitable mentor in available, do you wish to participate in the mentoring pair as
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a member of a long-distance pair, and to work with someone over the telephone or via email?
Yes / No (tick one)
MENTORS
To enroll as a Mentor, the following must be completed:
In your mentoring relationship are there any specific interests or problem that you wish to
address?
Any particular attributes that you seek in a mentee, please mention them. These attributes could
contain the mentee’ experience, diversity issues, type of practice, personal background, family
issues, or other attributes.
Are there any exceptional firms or organizations with whom you don’t wish to work, due to any
reason? If yes, please mention the names of those firms/ organizations.
If, in your area no suitable mentee in available, do you wish to participate in the mentoring pair as
a member of a long-distance pair, and to work with someone over the telephone or via email?
Yes / No (tick one).
4. Mentee/Mentor Orientation
A two to three hours training session will be created which includes the following:
 INTRODUCTION
Mentoring Program (Mentee) – 2019
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Duration– 2 hours
By (Name of mentor)
Introduction – 20 minutes
 The brief information about the company, its rules and culture.
 Displaying the structure of the organisation
 The briefing about the mentoring program and the information given while the program.
 Introduction with each other.
Sl. No Topics Time Notes
1. Welcome speech 3 minutes (Required notes will
be noted
simultaneously)
2. Icebreakers 10 minutes
3. Program Objective 3 minute
4. Complete overview of mentee
training
2 minutes
5. Goals of the Session 2 minutes
6. What is a mentor for? 3 minutes
7. Who is mentor? 3 minutes
8. Expert mentors 1 minutes
9. Definition of mentoring 1 minute
10. How mentoring fits with ECA 5 minutes
11. What mentors can for the
mentees?
7 minutes
12. Activity: Mentoring and you 5 minutes
13. Basics of ECA mentoring 3 minutes
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14. What can you do with the
mentor?
2 minutes
15. Opportunity to train well 10 minute
16. Wrap-up
TOTAL 1 hour
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Introduction to ECA mentoring-1 minute
 At the beginning ensure that the training evaluation pre-test is completed with the
provided instructions.
 Only then the mentees can participant in the Personal Bingo activity.
 As the time approaches to begin the training, start by welcoming all to the training
and introduce yourself.
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
PROGRAM OBJECTIVES -1 minute
 The objective of the program will be explained to the mentees.
 The importance of the objectives will be explained too.
 The objective is to help the mentees learn and improve their skills to see career
and personal growth.
Mentoring Program (Mentee) – 2019
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Duration– 2 hours
By (Name of mentor)
Learning outcomes -1 minute
 The aim of this is to motivate the mentee.
 The mentees will be provided with the goals to be met by the end of the program.
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Icebreaker: Personal bingo!-10 minutes
 It is a fun way to start the training and help the participants to know
about each other.
 The following are the instructions of this activity:
1) Game is played to know each other.
2) Each participant is given a bingo card.
3) In one minute interview participants and just ask one question to
each.
4) Look the person and ask question that you believe the answer is YES.
Example, You are good at sports and so on.
5) If the answer is yes, that participant can also ask you a question and
get their sign in the square.
6) RULE 1: At a time you could ask just one question to a participant,
and then you have to ask at least three other people questions before
you return to them. (Maximum 5 participants.)
7) RULE 2: The word bingo must be blackout along with getting squares
signed off. When the host says “Time,” the participant who has more
number of squares signed off will be declared as a winner.
8) Ask questions, if any.
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9) The following is the bingo card to be used for questions and for
blacking out.
Figure: Bingo card
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Mentoring Definitions and Expectations -15-20 minutes
This session defines the term mentor, followed by it provides the understanding of the
following:
 What is a mentor for?
 Who is mentor?
 Expert mentors
 Definition of mentoring
 How mentoring fits with ECA
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 What mentors can for the mentees?
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Overview of the Mentoring Process -10 minutes
This session presents the basics followed in the ECA mentoring process and gives the idea
of what the mentors can do to help the mentees.
 Activity: Mentoring and you
 Basics of ECA mentoring
 What can you do with the mentor?
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Success Strategies for Introductory Phase -** minutes
This session helps to use the Personal bingo activity to start with a fun
way and know each other and become comfortable with each other. This
is the best strategy which can help to build relationship with each other
and lead to success by the end of the program.
It involves the following:
 Set the goals of the sessions.
 Include problem-solving strategies.
 Find appropriate support.
 The mentoring spirit.
 Match closure
Mentoring Program (Mentee) – 2019
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Duration– 2 hours
By (Name of mentor)
Benefits of Pairing of Mentors/ Mentees -** minutes
 Defines the role of mentor.
 Defines the role of a mentee for building certain skills, with the help of their
relationship.
Mentoring Program (Mentee) – 2019
Duration– 2 hours
By (Name of mentor)
Action Planning -Logistics, Ongoing Training etc. -1 minute
This plan takes care of planning the required materials to train the mentees, the logistics
are maintained by the logistic manager and the stakeholder’s help is taken to fund the
logistics/resources. It is also a fact that the ongoing training will require some logistics and
that has to be managed.
Thus, the following Action plan for the logistics will help to manage this:
Step 1: Use a tool to manage the logistics of a mentoring program in
ECA consulting company.
Step 2: In this tool, include the following details of the program.
 What is the duration of the program?
 Who is held responsible to monitor the relationships of the
mentor-mentee?
 How many times will the mentees and mentors meet?
 How many times the feedback will be collected from the
mentees?
 Desired communication channel between the mentors and
mentees.
 What should the mentorship relationship concentrate on,
for instance, particular projects, daily performance, defined
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plan etc.?
 How is the relationship of the mentorship structured?
3) Matching
3.1 PRE-MATCHING
The following criteria for matching must match:
 Identifying the purpose of the program.
 The type of matching must be determined.
 Provide the necessary instructions for the mentors and mentees
throughput the program.
 The program’s purpose must be defined and its objectives must be
created.
 Clear criteria to match the mentor-mentee must be created.
 Supporting resources and content must be create and collated
 The mentoring software must be demonstrated to improve the outcomes
of the employees.
 Program measurement and reporting tools must be created to check its
failure and success.
 All the supporting methods, materials, survey, content, communication
channel and reports must be collected and arranged.
 The program’s awareness must be generated with the help of internal
marketing resources.
 Finally, the mentoring program must be launched.
3.2 Criteria for Matching
The following steps are used to match the Mentors/Mentees:
The following steps are used to match the Mentors/Mentees:
1) Recognize the Company's goal for coaching and updating of Skill
A Coaching program or a Mentorship Workshop may have varied interests
and reasons. The goal may be for vocation advancement, administration
improvement, improvement in onboarding, or for improving decent variety.
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Ensure all partners are clear of the business targets once concurred.
Distinguishing the particular business targets for tutoring project will clear
up the explanation behind it, give lucidity to all partners and will make it
simpler to gauge the accomplishment of the program. A Company main
objective has to be always to increase the knowledge and skill standards of
his/her employees and workers.
2) Pinpoint the particular paradigm you have to satisfy by the business
objective
A mentorship program, if it's giving vocation improvement to representatives
you need, ensure you coordinate mentees with coaches at their next
legitimate profession level. Every foundation ought to be weighted, so
ensure you choose which has the most elevated significance. We prescribe
abilities and skills be the most astounding weighted, since learning will be
occurring. At last, we prescribe that mentees can see potential coaches'
profession profiles to discover increasingly about their instructive and work
understanding. On the off chance that you coordinate mentees with coaches
at a similar profession level, it tends to be fairly excess, in light of the fact
that the tutor won't have the experience to help the mentee with their next
sensible vocation way. On the off chance that it's initiative advancement,
incorporate the aptitude and abilities required to be an incredible pioneer.
We prescribe to use around three to six measure to keep the procedure
basic and permit mentees to be coordinated effectively.
3) Procedure for an Application.
An application should be able to answer some basic and important questions
like, by what method will you approach getting the mentees needs and the
guides skill coordinated at the correct dimension? For a littler association,
utilize a spreadsheet, yet for bigger scale programs (40 or more mentees)
you will need to utilize a tutor coordinating programming. This will robotize
the procedure, spare you time and increment the proportion of better
matches.
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4) The coordinating procedure
How are you going to coordinate guides with mentees? The mentee could
pick their very own tutor, or they can be allocated a guide from the program
overseer. Insights demonstrate that mentees that pick their very own tutor
will in general have progressively fruitful results.
5) Demands for the coordinating procedure
Any demands in the procedure have to be discussed among the Mentor and
the Mentees. A potential for a couple of blemishes if not appropriately
estimated in the arranging stage. For example, imagine a scenario in which
you don't have enough coaches. Insala offers knowledge to enlisting
qualified guides; watch this on interest online class on best practices. The
primary concern is you need an incredible showcasing plan to select
qualified tutors. Imagine a scenario in which the mentee is disappointed and
not accepting the best possible help they need. Imagine a scenario where
the coach isn't responsive, or leaves the association. Try not to stress; there
are a lot of ways around these minor snags. We prescribe having a program
director that can deal with these difficulties.
6) When should an association move up to a tutor coordinating apparatus?
Organizations which are small and just starting about, utilize progressively
customary methods for coordinating tutors and mentees, for example, Excel,
online studies and talking potential coaches. Anyway once an association
achieves a specific size, it is difficult to monitor every one of the candidates.
Insala offers a tutor coordinating programming program for that very reason.
When an association achieves a pool of 40 or more coaches and mentees, it
is encouraged to consider executing such innovation for an effective tutor
coordinating.
7) After coordinating, guarantee the mentorship will be fruitful
A procedure or a data system like a Checklist should be used for
guaranteeing the tutor and mentee are getting all the assistance and assets
they need. Given enough time and pre-program preparation for the two
groups’ .i.e. the Mentors and the Mentees so each know their job in the
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relationship. A mentee and guide needs to comprehend their job, you
wouldn't enlist a representative without a vocation job, so why not as a
coach or mentee? For instance the relationship is mentee driven and coach
guided. Every mentee might not be sure as to what has to be expected in the
workshop/ Mentorship program. Try not to expect every individual from the
relationship knows this as of now. This link will give the Insalas coach
preparing program.
KICK OFF
The following activities could be used in a kick off meeting:
 Personal Bingo: This activity help to develop relationship between the
mentor, mentees and among the mentees.
The following are the instructions of Personal Bingo activity:
1. Game is played to know each other.
2. Each participant is given a bingo card.
3. In one minute interview participants and just ask one question to each.
4. Look the person and ask question that you believe the answer is YES.
Example, You are good at sports and so on.
5. If the answer is yes, that participant can also ask you a question and get their
sign in the square.
6. RULE 1: At a time you could ask just one question to a participant, and then
you have to ask at least three other people questions before you return to
them. (Maximum 5 participants.)
7. RULE 2: The word bingo must be blackout along with getting squares signed
off. When the host says “Time,” the participant who has more number of
squares signed off will be declared as a winner.
8. Ask questions, if any.
 Teamwork activities: In organizational workplace, the teamwork activities ensure to
develop motivation, team communication, group mentoring and collaborative work
space.
ONGOING MAINTENANCE AND SUPPORT
The following informal feedbacks can be used by both the mentors and mentees:
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 Person-to-person feedback
 Unplanned feedback
 Unscheduled feedback
Informal feedback is required as it helps to identify the mentees’ achievements or helps
them to improve their performance. The feedbacks can be disseminated using reports or meetings.
The following formal feedbacks can be used by both the mentors and mentees:
 Planned feedback: This feedback will be shared systematically in the everyday
interactions.
 Requisite feedback: The monthly performance measures will be shared committee
to check the performance of the mentees.
 Scheduled feedback: This feedback will be scheduled based on time and date.
Plan for conducting ongoing training and support – Include a training plan guideline
The necessary guidelines include:
 The mentor must be encouraging, to improve communication and personal skills of the
mentees.
 Confidence and motivation must be increased.
 Leadership and management qualities must be developed.
 Relationship must be developed.
 Mentor must be adaptable, inspiring, motivating and provide necessary guidance.
 Must deliver institutional knowledge and accountability.
 The mentor must improve his study skills and subject knowledge by himself to guide the
mentees.
4) Evaluation
The evaluation plan to measure the predicted outcomes is presented in the following
section.
Evaluation Plan
The required resources are:
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 Mentors to check the outcomes of the mentees’ performance.
 Volunteers to help the evaluation process like interviews and survey.
 Service users
 Staff to gather required information and determine results.
 Training Effectiveness Evaluation Tool to check the outcomes.
 Stakeholders to invest for the evaluation processes.
 Necessary materials to evaluate the data, for instance survey questions papers.
Evaluation Plan requires the following steps:
Step 1: Identifying evaluation’s main purpose.
Evaluation is categorized as follows:
 Formative Evaluation
 Summative Evaluation
Step 2: Revisiting the goals and metrics of the program.
 Program Goals
The suitable metrics for the evaluation must be planned first. The program goals indicate to
meet a long-term purpose of a program. The program goals with respect to the mentoring program
for a workplace is needed to achieve the following:
 For increasing retention of newly recruited staff.
 For increasing retention and job satisfaction.
 For facilitating the organization’s upward movement.
 Measurable Outcomes
For determining the measurable outcomes for the program, the professional evaluators
consider the acronym “SMART” to represent the following characteristics:
 Specific (Exact goals of the program to be achieved)
 Measurable (How to determine whether the objectives are met or not?)
 Achievable (Have you set achievable objectives?)
 Realistic (Have you set realistic objectives with respective time and resources?)
 Time-bound (Has the timeline mentioned to achieve the objectives?)
 Appropriate Metrics
The outcomes of the mentoring program differs based on the program‘s interest. The
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following metrics can be included:
 Program Process Outcomes
 Perceptions Outcomes and Participant Experiences
 Organizational Impact Outcomes
Step 3: Determining the Evaluation Data Collection Methods
Evaluation Data Collection Methods are categorized as follows:
 Quantitative data collection method
 Qualitative data collection method
The following evaluation planning worksheets can be used:
WORKSHEET 1A: IDENTIFYING THE EVALUATION’S MAIN PURPOSE
It is required to decide the level of interest in in formative and/or summative feedbacks.
 Formative: It refers to the information that is important to be known for helping in
refining and improving the program.
 Summative: This evaluation requires enough time to meet the specified goals. In the
beginning stage, it collects baseline data. The measurable outcomes can be checked
such as Program goals and the required accomplishments, after the specified time
has passed.
WORKSHEET 1B: COLLECTING THE DESCRIPTIVE DATA
List out all the descriptive data that the organization plan to collect from the participants and
mentor-mentee pairs.
Example of the Descriptive Data
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WORKSHEET 2:
The below mentioned steps can be used for determine right metrics and the evaluation
methods:
1) In the first column, list out the program’s goals.
2) The second column should help to determine which outcome metrics will be used for
measuring the specified goals. Ensure to add various outcomes (participant perception,
process of the program, and organizational impact).
3) The third column, reveals whether the specified goals are long, medium or short-term goals
and outcomes.
4) The fourth column must denote how the data will be collected for measuring
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the outcome, for instance, interview, survey, focus group, salary data and so on.
Example:
SAMPLE SURVEY
Example survey questions:
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The following legislation and organizational policies relevant to mentoring will be applied:
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 Age Discrimination Act 2004 (Commonwealth)
 Sex Discrimination Act 1984 (Commonwealth)
 Anti-Discrimination Act 1977 (NSW)
 Human Rights and Equal Opportunity Commission Act 1996
(Commonwealth)
 Discrimination Act 1992 (Commonwealth)
 Racial Discrimination Act 1975 (Commonwealth)
 Work Health and Safety Regulations (NSW – due 2012)
 Protocols relating to privacy and confidentiality
 Work Health and Safety Act 2011 (Commonwealth)
The performance reviews will be shared based on both formal and informal
feedbacks.
Implement a general rule where the mentoring program’s improvement data must be
collected at least on a quarterly basis during the first year, for formative evaluation. Next, these data
along with the medium and long-term result data could be collected once or twice each year. Then,
before the mentoring program the baseline data on all key metrics can be collected. Over time, these
data acts as key indicators. It is necessary to continue collecting data from those whose mentoring
relationships are less successful or who drop out, as well as those whose relationships succeed.
The data is collected using formative and summative feedbacks, including the quantitative or
qualitative data i.e., it is required to determine one of these two evaluation data collection methods
where quantitative data denotes result of the survey, objective data like salary amounts, and so on.
Whereas the qualitative data denotes interviews or focus groups. Thus, a mix of anonymous surveys
and face-to-face interviews conducted will help to get the required data on experience and
perceptions.
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