Mentoring Programs That Work , livre ebook

Association for Talent Development - Jenn Labin

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104 pages

English

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Amazing Benefits, Unique Risks

A stellar mentor can change the trajectory of a career. And an enduring mentoring program can become an organization’s most powerful talent development tool. But fixing a “broken” mentoring program or developing a new program from scratch requires a unique process, not a standard training methodology.

Over the course of her career, seasoned program development specialist Jenn Labin has encountered dozens of mentoring programs unable to stand the test of their organizations’ natural talent cycles. These programs applied a training methodology to a nontraining solution and were ineffective at best and poorly designed at worst.

What’s needed is a solid planning framework developed from hands-on experimentation. And you’ll find it here. Mentoring Programs That Work is framed around Labin’s AXLES model—the first framework devoted to the unique challenges of a sustained learning process. This step-by-step approach will help you navigate the early phases of mentoring program alignment all the way through program launch and measurement.

Whether your goal is to recruit and retain Millennials or deepen organizational commitment, it’s time to embrace mentoring as one of the most powerful tools of talent development. Mentoring Programs That Work will help your organization succeed by building mentoring programs that connect people and inspire learning transfer.

Sujets

Gestion d'équipe

Business

Economics

Employabilité, métiers et formations

Secretarial Aids

Secretarial Training

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Publié par	Association for Talent Development
Date de parution	15 février 2017
Nombre de lectures	3
EAN13	9781607281153
Langue	English

Informations légales : prix de location à la page 0,1650€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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© 2017 ASTD DBA the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America.
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No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2017930321
ISBN-10: 1-56286-458-0 ISBN-13: 978-1-56286-458-3 e-ISBN: 978-1-60728-115-3
ATD Press Editorial Staff Director: Kristine Luecker Manager: Christian Green Community of Practice Manager, Human Capital: Ann Parker Senior Associate Editor: Melissa Jones Text Design: Iris Sanchez Cover Design: Faceout Studio
Printed by Versa Press, East Peoria, IL
Contents
Foreword
Preface
Introduction
1  Stories of Experience
2  Align to a Purpose
3  Design the Experience
4  Launch the Program
5  Evaluate Effectiveness
6  Support Participants
7  Final Thoughts
Appendix A: Alignment Tools
Appendix B: The Program Charter
Appendix C: Launch Event Agendas
Appendix D: The Evaluation Plan
Appendix E: The Program Welcome Guide
Appendix F: Individual Development Plan Template
Appendix G: 9-Box Example
References
About the Author
About the Contributors
Index
Foreword
It is no secret that more organizations than ever are embracing mentoring. I use “embracing” advisedly because its pervasiveness and popularity is now undeniable. This groundswell of interest has generated the widespread acceptance of mentoring as a best practice and elevated it to the level of a strategic imperative.
There are many reasons for the increased interest and investment in mentoring:
•  While Baby Boomers retire, the 80 million Millennials who are in or entering the workforce believe having a mentor will help them succeed. It is little wonder then that mentoring has become a vehicle for recruiting and retaining future talent.
•  Emerging leaders are more likely to be loyal to an organization where they feel valued, and mentoring nurtures and deepens organizational commitment.
•  Mentoring builds and strengthens the talent pipeline—it is a leadership competency. So, organizations are investing in leadership development to ensure smooth transitions and continuity of prepared leaders.
•  Knowledge silos contribute to a lack of alignment, making it difficult to distribute knowledge evenly throughout the organization. Mentoring facilitates strategic alignment by facilitating and sharing knowledge.
•  Mentoring promotes diversity and inclusion, giving everyone an opportunity to learn from the diversity within an organization.
•  At the heart of mentoring is a profound personal benefit that goes beyond organizational value.
•  Mentoring provides a safety to help and to guide mentees in their career development. By sharing experience and expertise, mentors help mentees avoid common pitfalls that slow or derail learning.
•  Mentors help mentees develop the capability, confidence, and competence to accomplish their goals. Because they’ve “been there and done that,” mentors are in a unique position to share what they’ve learned and help mentees understand the skills they need to be successful.
Achieving positive outcomes like these across a broad organizational context is impossible without a solid planning framework. But how do you get there?
If you are a learning and development specialist, talent manager, HR professional, mentoring program manager, or a member of a steering committee charged with launching, executing, and coordinating a mentoring program, you already know that developing a successful program can be a daunting and overwhelming task that takes dedicated time and effort. Unfortunately, time is something none of us has in abundance.
Fortunately, Jennifer Labin has written a primer that simplifies the process. With more than 15 years of experience as a program development specialist, she presents a framework to create sustainable programs that mentoring program managers can easily manage.
Known as the AXLES Framework for Developing Mentoring Programs, her process includes five individual, critical components that need to be planned and designed prior to launching your mentoring program. The five components are align, experience, launch, effectiveness, and support.
Achieving alignment is a priority for me when it comes to mentoring. Gaining momentum and forward traction is impossible without internal and external alignment, which is essential to promoting consistency of practice, cultural fit, and coordination. In addition, alignment maintains integrity and promotes ongoing effectiveness, and interdependence of functions, all while creating the momentum needed for ensuring organizational vitality, viability, and vibrancy. In short, it affects the functionality and effectiveness of mentoring programs. It requires vigilance and steadfastness.
Mentoring Programs That Work has the practical tools and best practices you need to create a well-implemented mentoring program. The step-by-step approach to program development integrates diagrams, images, case studies, examples, and key insights and exercises into a practical and culturally malleable process.
Poet Robert Creeley wrote:
Here is
where there
is.
If you want to get to where there is, Mentoring Programs That Work begins here.
Lois Zachary
Phoenix, Arizona
February 2017
Preface
I remember sitting in a frigid classroom at the ATD International Conference & Exposition many years ago watching my facilitator command total engagement from the room. She was passionate, driven, credible, talented, and challenging (in a good way)—a total powerhouse coming in at about 5 feet tall. I thought, I have to learn more from this woman.
So I asked Elaine Biech to be my mentor.
Over the course of my career, Elaine has pushed me to set my goals higher. She has fielded more than one of my calls when I was emotional and needed to process a professional stumble. Elaine encouraged me to not only write my first book, but this one as well. If I said to her, “I can’t do it,” she was always ready to ask, “Why not?”
Elaine is everything a person could want in a mentor; thanks to her, I now have firsthand experience of how a stellar mentor (as a role model, sponsor, and champion) can change the trajectory of a career.
I wanted to help others find the same kind of mentoring relationship I had with Elaine, so I began seeking ways to develop mentoring programs. However, rather than creating new, effective programs, I was repeatedly engaged to help organizations fix their “broken” programs, which were ineffective at best and poorly designed at worst.
There were common issues across these ineffective programs. Each emphasized a learning event, such as launching the program or matching the participants. None of them supported a sustained learning process or created a cohesive and supportive experience for learners and mentors.
So why did these programs fail? The practitioners who originally created them did everything right according to the ADDIE model of training design (or whichever model they followed). The problem was they were applying a training methodology to a nontraining solution.
While developing about two dozen different mentoring programs, I had the opportunity to create a unique approach—one that focused on the amazing benefits mentoring has over traditional training, as well as the risks associated with this unique developmental solution. The result was the AXLES model, which was created from hands-on, everyday, experimentation.
After I started sharing the AXLES approach with colleagues and saw how helpful they found it, the idea for this book began to take shape. It’s still my mission to help others find dynamic mentors like mine. Writing this book and introducing the AXLES model to the world is the best way I have to empower people to create impactful mentoring programs.
In my journey I have benefited not only from Elaine’s guidance, but from many others’ as well. I’m not the first author to worry about forgetting to acknowledge someone, but I’ll attempt to highlight a few. I continue to learn every day from mentors of the highest caliber. Thank you so much to Elaine Biech, Nancy Duarte, Charlie Gilkey, and Lou Russell for all you contribute to the world of training. I am infinitely grateful for everything you have taught me.
I am also grateful to an amazing group of clients and partners with whom I get to work and learn from every day. Big, thankful hugs go out to Laura Wall Klieves, Kevin Friesen, Eric Albertson, and the whole Duarte Academy team. I am also thankful to Randy Emelo, George Hallenbeck, Davida Sharpe, and Floyd Carlson, who have been partners, thought leaders, and contributors as I strive to get the word out about mentoring.
I also want to thank Michael Lee Stallard, Jeanne Masseth, and Jean Williams, who have been so generous to contribute to this book. So much gratitude also goes to Wendy and Jim Kirkpatrick who have not only given their time to this book, but have also been champions and mentors for me for a number of years.
The work we do at TERP associates involves a team of people who wear different hats depe