Project Report: BSBLED805 Plan and Implement Mentoring Program

This project report, prepared for the BSBLED805 unit, critically examines the establishment and implementation of effective mentoring programs. The report begins by outlining the need for mentoring programs within organizations, highlighting their benefits for both the company and its employees. It then defines the purposes and objectives of mentoring, focusing on the development of mentees' career paths, cognitive abilities, and self-reliance. The core of the report discusses the management and support structures required for a successful program, including goal setting, mentor-mentee pairing, and program monitoring. It emphasizes the importance of clear communication and addresses potential barriers. Procedures for recruiting and selecting mentors and mentees are detailed, alongside formal requirements and potential challenges in building strong mentor-mentee relationships. The report defines the roles and responsibilities of both mentors and mentees and explores strategies for optimizing outcomes through effective matching. A personal development plan is also included. The report concludes by referencing relevant literature to support its findings, providing a comprehensive overview of mentoring program design and execution.

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BSBLED805
Plan and implement a
mentoring program
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Assessment Task 2: Project Report
Executive summary
The aim of the paper is to establish the role of effective mentor
mentee relationships. The measure for establishing the same and
reasons that can lead to hindrances to achievement of the same
has been discussed. Proper communication and commitment from
both the parties has been identified as a key component of
establishment of a proper mentor mentee relationship.
Table of Contents
Introduction...........................................................................................................................................3
Need for a mentoring program..........................................................................................................3
Purposes and objectives to be achieved by implementing the mentoring program.........................3
Discussion of the components of management structure and support structure requirements for
formulating mentoring program........................................................................................................4
Methods and resources and range of tools required by the organisation to achieve the designated
outcomes as well as overall organisational objectives......................................................................5
Procedures and processes to for recruiting and selecting mentors and mentees.............................6
Formal requirements and potential problems in building mentor-mentee relationships.................6
Define the roles and responsibilities of mentor and mentees...........................................................6
Strategies to select and match mentors and mentees to optimise the outcomes............................7
A copy of personal development plan...............................................................................................7
REFERENCES......................................................................................................................................8
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Introduction
The role played by mentors in the life of individuals cannot
be undermined. They play an important part in development of the
personality of an individual. Mentors help the mentees in aligning
them with the correct objectives that can guide the latter to
achievement of success in whatever field is applicable to them.
Furthermore, it can be said that the mentors should be perfectly
aligned and synchronised to their mentee. It is not mandatory for
them to have common goals and paths, however, similar goals and
paths help the mentors to collaborate with the mentee. However,
the mentees should not be highly dependent on their mentors.
They should possess the capability to act on their own and with
the progression of time and the mentors should help the mentees
in developing the skill of problem solving on their own. The aim of
the paper is to critically evaluate the role of mentoring, to
determine the qualities to look for in people while selecting
mentors and mentees and the necessary organisational structure
required to implement a successful mentoring program.
Need for a mentoring program
There are numerous reasons to establish a mentoring program. It
can be said that a mentoring program can benefit both the
organisation and the employees engaged to the former. By
utilising a mentoring culture, the organisation can reduce the
cost that is associated with the training of newly acquired
employee. There are some fixed cost that the organisation must
invest in the employees in order to prepare the employees for the
job. Once the employees have been trained they can perform their
job adequately. The presence of a mentor implies that the newly
acquired employees will get continued support from their
mentors. Getting continuous support from the mentors imply that
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the organisation will be able to save a considerable amount of
costs associated to training the employees. Furthermore, it gives
the employees a sense of appreciation from their company. It is
needed in organisations at it helps in promoting employee
engagement which ultimately leads to employee satisfaction
(Menges 2016).
Purposes and objectives to be achieved by implementing the
mentoring program
Through the relationship that is created between the mentor and
the mentee, the following objectives are to be implemented.
 To help their mentee in developing appropriate paths in
their organisation. Furthermore, the efficiency of the mentor
is justified by the support that the mentee is subject to form
the mentor.
 To let the mentees capitalise on newly found opportunities. A
good mentor will lead by example and take up the difficult
task and show the mentees the right way to implement the
same.
 To help the mentees to develop proper cognitive capabilities
and it is the job of the mentors to communicate and help
develop ways to implement ethical decisions.
 To help the establish mentees in becoming self-reliable and
to help them establish their place in the organisations that
they are working in.
 To help the mentees develop the skill of identifying the
perfect opportunities that are presented them by the
dynamic work environment. The ultimate goal is to help the
mentees grow and establish favourable positions in their
careers (Callahan 2016).
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Discussion of the components of management structure and support
structure requirements for formulating mentoring program
There are various factors that have to be present in the
structure of management that can support the structural
requirements in formulation of a mentoring program. The
following are the factors that have to be incorporated in a
mentoring program that the same is being carried out without the
incidence of hindrances;
 Establishment of goals: Before commencement of the
mentoring program, the people responsible for
implementation of the mentoring program should establish
the goals that would be achieved from successful
implantation of the mentoring plan. The goals thus
established would resemble the strategic function that would
be affected as a result of the mentoring. Thus, both the
mentee will be able to implement and channel their efforts at
the goals that have been established.
 Establishing pairs: Establishment of pairs can be deemed as
one of the most crucial parts of a mentoring program. This
stage involves selection of the pair of the mentors and the
mentees. This stage needs to be carried out efficiently as the
efficiency of the pair thus formed will determine their
sustainability and efficacy in the long run. Formulation of
wrong pairs would result in improper functioning of the pair
and thus could lead to hindrances in development of both
the individuals.
 Formatting: This phase involves selection of the appropriate
mode of carrying out the operations. In this stage, the phase,
the duration and the nature of the mentoring program is
determined. It is the stage where the span of relationship of
the mentor and mentee will be determined.
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 Monitoring: Every program needs adequate monitoring. It
gives the management the ability to test the efficacy of the
program and helps the controlling the process of mentoring.
The achievement of the goals and implementation of the
tasks are monitored in the stage that is characterised by
controlling of the ultimate goals.
Methods and resources and range of tools required by the
organisation to achieve the designated outcomes as well as overall
organisational objectives
One of the most important components that are required to be
present in the process of mentoring is incidence of hindrance free
communication. The importance of effective communication
should not be undermined under any circumstance. Clear
communication enables the parties involved in the process to be
perfectly aligned to what each of the parties aim to derive out of
each other. Communication of ideas is a crucial part of the
mentoring process. With the help of proper communication, the
mentor can easily establish grounds on which the process of
mentoring will be carried out. The mentees are in the program to
learn and become aware of the tips and tricks that help would
help them in carrying out their role effectively in the future
(Sinclair et al. 2015). Same applies for the mentor who has to use
their ability of communication to share ideas with the mentee in
an effective way. Communication can get hindered as a result of
various barriers. Barriers come in the form of perceptual barriers,
psychological, physical and linguistic barriers (DeWit et al. 2016).
Thus, before selecting and delegating a pair the management
must effectively adjudge both the individuals in order to mitigate
the issues that could arise in the future as a result of the
aforementioned barriers.
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Procedures and processes to for recruiting and selecting mentors
and mentees.
A clear procedure has to followed and implemented while
selecting mentors and mentees. By clearly establishing the
procedures, the management establish the urgency or the need
behind creation of mentoring programs. The following steps are
followed while selecting or recruiting a pair of mentor and
mentee;
 Communication of the idea: The employees of the
organisation must first become aware of the issues that have
led to the formulation of the idea of mentoring. The
management must clearly state their idea of creation of the
mentoring program. This might help in establishment of the
ideas and urgency for the mentoring program. The
employees might volunteer or point out the need of being
involved in a mentoring program as a result of the same.
 Commitment: The management should clearly define the
commitment that the involved members would have to
implement once, they are involved in the mentoring program
((Lorenzetti and Powelson 2015).
 Creating urgency: By creating urgency in the employee by
sharing the benefits of collaboration, the former can
generate responses from the employees.
Formal requirements and potential problems in building mentor-
mentee relationships.
The requirements for maintaining an effective mentor mentee
relationship has been identified as communication and
commitment (Kanchewa et al. 2018).
The issues that can be faced are issues regarding the making a
common schedule, putting in the effort and commitment,
unrealistic expectation form either parties, the level of
dependency of both the parties on each other, unjustified
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persuasion and manipulation. The biggest hindrance is
incompatibility (Fountain and Newcomer 2016).
Define the roles and responsibilities of mentor and mentees.
The role played by the mentor can shape all the behavioural
aspects of the mentees. By sharing their personal experiences, the
mentors can motivate the mentees. The former can also provide
adequate emotional support to the mentees. On the other hand,
the mentee should carefully reciprocate the information that they
receive for the mentors and provide feedback in order to complete
and ensure effective communication (Pololi and Evans 2015).
Strategies to select and match mentors and mentees to optimise the
outcomes.
The mentors and the mentees must be perfectly aligned to each
other. They must have the ability to adapt by the needs of each
members of the party. The mentors should use their capabilities
and power effectively and the mentee should pay due attention
and abide by whatever is being taught by the mentor (Fountain
and Newcomer 2016).
Organisational procedures for systematic induction of mentors and
mentees.
The pair should be announced in the organisation and the roles
and profiles must be communicated effectively to both the parties.
A copy of personal development plan.
Following are the steps:
 Establishment of purpose
 Need recognition
 Identification of opportunities
 Creation of implementation plan
 Development
 Review of outcomes
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REFERENCES
Callahan, J., 2016. Encouraging retention of new teachers through
mentoring strategies. Delta Kappa Gamma Bulletin, 83(1), p.6.
DeWit, D.J., DuBois, D., Erdem, G., Larose, S., Lipman, E.L. and
Spencer, R., 2016. Mentoring relationship closures in Big
Brothers Big Sisters community mentoring programs: Patterns
and associated risk factors. American journal of community
psychology, 57(1-2), pp.60-72.
Fountain, J. and Newcomer, K.E., 2016. Developing and sustaining
effective faculty mentoring programs. Journal of Public Affairs
Education, 22(4), pp.483-506.
Kanchewa, S.S., Yoviene, L.A., Schwartz, S.E., Herrera, C. and
Rhodes, J.E., 2018. Relational experiences in school-based
mentoring: The mediating role of rejection sensitivity. Youth &
Society, 50(8), pp.1078-1099.
Lorenzetti, D.L. and Powelson, S.E., 2015. A scoping review of
mentoring programs for academic librarians. The Journal of
Academic Librarianship, 41(2), pp.186-196.
Menges, C., 2016. Toward improving the effectiveness of formal
mentoring programs: Matching by personality matters. Group &
Organization Management, 41(1), pp.98-129.
Pololi, L.H. and Evans, A.T., 2015. Group peer mentoring: an
answer to the faculty mentoring problem? A successful program at
a large academic department of medicine. Journal of Continuing
Education in the Health Professions, 35(3), pp.192-200.
Sinclair, P., Fitzgerald, J.E.F., Hornby, S.T. and Shalhoub, J., 2015.
Mentorship in surgical training: current status and a needs
assessment for future mentoring programs in surgery. World
journal of surgery, 39(2), pp.303-313.
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