©2002 TechRepublic, Inc. All rights reserved. Understanding and Implementing a Formal IT Mentoring Program

©2002 TechRepublic, Inc. All rights reserved. What is mentoring? It is a formal relationship between a mentor and a protégé. The mentor and the protégé set clearly defined goals. The mentor helps the protégé develop skills to reach those goals.

©2002 TechRepublic, Inc. All rights reserved. Recent changes in approach to mentoring Mentors are no longer necessarily older or more senior. The relationship is less power-related. It is less about seniority and teaching. It is more about sharing and development. It focuses on all-around growth.

©2002 TechRepublic, Inc. All rights reserved. Benefits of a formal mentoring program Benefits for the company Benefits for the protégé Benefits for the mentor

©2002 TechRepublic, Inc. All rights reserved. Benefits for the company Helps recruitment Improves employee retention Helps overcome learning curves Helps manage organizational change (such as mergers and acquisitions, downsizing) Promotes highflyers Develops underperformers Bridges competency gaps

©2002 TechRepublic, Inc. All rights reserved. Benefits for the company (continued) Rejuvenates midcareer managers Converts training to results Facilitates internal hiring and transfers Encourages personal individual growth Increases the representation of minority interests (diversity) Develops current managers Helps new employees obtain formal qualifications

©2002 TechRepublic, Inc. All rights reserved. Benefits for the mentor Broadened sense of responsibility Sense of being trusted by the company Challenge of advising rather than directing Chance to pay back mentors of their own Opportunity to learn from protégé Satisfaction of seeing someone grow

©2002 TechRepublic, Inc. All rights reserved. Benefits for the protégé Faster learning Chance to observe and emulate role models Opportunities to show skills Increased self-confidence Nonjudgmental sounding board

©2002 TechRepublic, Inc. All rights reserved. What are the costs? Costs vary widely depending upon Approach Number of participants Time requirement

©2002 TechRepublic, Inc. All rights reserved. Types of expenses (some are optional) Employee time Fee or salary for program coordinator Program design materials Training Ongoing administration Food and beverages

©2002 TechRepublic, Inc. All rights reserved. Example of a formal program’s costs 20 participants ¼ time coordinator Training Materials =================== Tens of thousands of dollars

©2002 TechRepublic, Inc. All rights reserved. Can cost much less "Enhanced Informal Mentoring" Describe program to participants Provide materials Provide brief orientation Lay ground rules Turn participants loose

©2002 TechRepublic, Inc. All rights reserved. Inexpensive mentoring resources Books Web sites Newsletters Online discussion groups

©2002 TechRepublic, Inc. All rights reserved. Time requirement Minimum of two hours per month for up to one year Set clear time goals Meet for lunch, after hours, or have other informal meetings Communicate via Regular, formal meetings

©2002 TechRepublic, Inc. All rights reserved. Is mentoring right for your department? Conduct a needs assessment: Do not use mentoring for remedial work or discipline. Establish mentoring programs for individuals who want to grow and develop. Keep mentoring strictly voluntary. Avoid mentoring if your organization is going through difficult times. Talk at length with the potential mentors and protégés to see if they want such a program and have the time to devote.

©2002 TechRepublic, Inc. All rights reserved. How to implement a mentoring program No easy “boilerplate” formula Must customize to match needs of company, individual Fine-tune to your department's needs over time Must have support of senior management

©2002 TechRepublic, Inc. All rights reserved. Getting started Set very specific development goals Identify learning activities and projects Design program materials Checklists Worksheets Tips, tricks Online training Books Check off topics as protégé completes them Mandate face-to-face time Give praise Ask questions

©2002 TechRepublic, Inc. All rights reserved. Match mentor skills to protégé needs Managers mentor managers Skilled technology workers mentor new workers in field of expertise Focus on skills, knowledge, and attitudes protégé needs to develop

©2002 TechRepublic, Inc. All rights reserved. Return on investment Not easy to measure Intangibles: Employee satisfaction Improved communication Tangibles: Reduced turnover Increased productivity

©2002 TechRepublic, Inc. All rights reserved. The bottom line Talk to people experienced with mentoring Think small Start with a pilot program Evaluate each step Provide a budget Make it fun

©2002 TechRepublic, Inc. All rights reserved. Resources The Mentoring Group Deliver The Promise