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Created with Fabric.js 1.4.5 Mentorship RECOMMENDATION RESEARCH academic AND CREATED BY 1. positive behavioral outcomes - helping others (.18)2. positive attitudinal outcomes - career attitudes (.2)3. positive health-related outcomes - self-esteem (.06)4. positive relational outcomes (.14)5. positive motivational outcomes (.15) career recognition .09 skills/competences .13 Mentorship is a growing practice for talent management, but do managers and companies understand its value?This presentation provides quantitative research and a recommendation for mentorship best practices. Q: DOES CAREER MENTORSHIP PROVIDE MEASUREABLE BENEFITS? A: YES! CAREER MENTORING IS CORRELATED TO POSITIVE CAREER OUTCOMES. RESEARCH STUDIES RECOMMENDATIONS 1. Individuals who have been mentored report greater career outcomes than will individuals who have not been mentored .312. Career-related mentoring will be positively related to career outcomes .31 3. Proteges more satisfied with career, more likely to believe they would advance, more satisfied with jobpsychosocial-related mentoring will be positively related to career outcomes compensation .12promotion .314. Objective career will have stronger relationship career-related mentoring will be positively related to career outcomes 5. Subjective career outcomes will have a stronger relationship with psychosocial-related mentoring will be positively related to career outcomes - mixedcareer satisfaction .32expectations for advancement . 26career commitment .15job satisfaction .18 Total Fiber per Serving (grams) Shinae HildebrandtUniversity of St. Thomas Evening MBAHuman Resource ManagementDec. 10, 2014 REFERENCES MENTORSHIP VARIES WITH ORGANIZATIONS AND PEOPLE, BUT THESE ARE KEY TAKEAWAYS COMMUNICATION PLAN See attached reference sheet. Does Mentoring Matter? Career Benefits Assc. with Mentoring RISK MANAGEMENT RISKS 1. Mentors may be difficult to find -ability, intrinsic desire, availability2. Proteges do not find a mentor match -leads to discouragement, resentment -may impact intent to stay3. Proteges expect immediate outcomes -may not align with talent planning -mentors don't control comp & benefits 1. Encourage mentor participation among high performers first2. Provide mentor incentives3. Solicit manager involvementor an open match system(e.g. mentor profiles to view)4. Provide written benefitsand expectations DEFINTIONS CONSIDER CHARACTERISTICS MENTOR PROTEGE -Experienced-Knowledgeble-Highly placed-Desire to help-8-15 years older-Same gender (homophily) -Good performance-Socially similar-Opportunities todemonstrate extraordinarily-High visibility/potential (power) Mentorship: A Career Training & Development Tool MENTORSHIP STAGES Protege Initiation Break-up Lasting Friendship 6 mo - 1 yr -relationship develops 2 - 5 yrs -relationship expands-protege develops skills -mentor influences experience 6 mo - 2 yrs -significant protege change occurs;-relationship dissolves/changes intentionallyor otherwise -relationship develops into counseling or reciprical mentorship Get leadership buy-in - Let's go! Mentorship: A Career Training & Development Tool Promoteinformalmentorship! Mentorship Protege Mentor Brand the program and announce it with leadership commitmentEmphasize benefits for the company, the mentor and the protegeRecruit mentors from engaged groupsProvide education; Communicate goals and responsibilities through online trainingIn large organizations, start with recruited "classes"Request short feedback form from mentor and protegeReview sentiment and adjust -Offer mentor/protege matching with relevant information, but promote informal matching Show landscape of mentorship Emphasize benefits for the company, the mentor and the protegeOutline financial investment and compare to other talent management tactics (trainings, other education) Sell to Management Engage Employees Does Mentoring Matter?
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