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Carder has tested mentoring and talks about its experience. At the same time, it shares instructions, memos, and working materials for mentors and mentees.
Mentoring helps inexperienced professionals, those who are bored with the usual range of tasks, want to get a promotion or gain more confidence in their professionalism, as well as mentors themselves - to develop flexible skills, find new growth points and be inspired. Companies, on the other hand, provide knowledge transfer and information exchange among employees, raise experts and managers, and save on external training.
The mentoring program helps mentees (mentees, mentees) and mentors find each other, organize the process and not leave the race ahead of time. We tried to implement it inside one department of with the support of our HR colleagues and are ready to share our experience.
Who is a mentor?
This term has many interpretations: some call mentors a coach (unlike a mentor, a coach focuses on achieving clearly defined goals instead of overall development), others simply refer to older and more experienced colleagues. In our understanding, a mentor, also known as a mentor, is a person who has the experience that his ward needs, and is ready to share it for free.
Who needs a mentor
In my opinion, the popularity of mentoring is still undeservedly small. A survey by researchers at Olivet Nazarin University showed that only 37% of Americans work with a mentor, while in Russia, according to my subjective feelings, this figure is much lower. The need for mentoring is not noted by everyone: entrepreneurs, scientists, government employees, and education workers are most often mentored.
I believe that working with a mentor will benefit everyone, especially those who need support:
Who needs menti
For a mentor, working with a ward is no less important. It allows you to deepen your understanding of your own path and find new insights. When a mentor talks about his experience, remembering how he overcame difficulties, he further integrates this experience into his personality. By developing mentee, the mentor develops himself. The more we share what we know, the more we begin to understand it. By discussing the situation and request with mentee, the mentor can find a new approach to solving their own problems - to look at their background from a new angle.
The key factor is the desire to share your experience. According to the mentee Mentoring Club of Lomonosov Moscow State University, the most successful mentors were those who primarily wanted to help others develop and pass on their knowledge.
When mentoring doesn't work
As a co-founder of mentoring programs that hundreds of people have passed through, I can say with confidence that success is most influenced by two factors::
Therefore, the mentoring program can only be completely voluntary, with the possibility of replacing the mentor and refusing mentee. Privacy helps build trust and establish a special connection. So, we ask mentors and their mentees to give feedback only on the number of meetings held. All insights and content remain inside the mentor pair.
Implementation of the mentoring program
A pilot mentoring project was launched in our rapidly growing regional development department: 12 people have already taken part.
Step 1: Define boundaries
We decided to focus on the skills that will help you train newcomers: effective communication (public speaking, negotiations), process automation, and team management.
First of all, we decided on the concept and organizational aspects:
As an additional motivation, we give mentors points on the corporate portal that can be exchanged for merchant, and increase the amount allocated by the company for employee training.
Step 2. Preparation of methodological materials
Since the employees had almost no mentoring experience, we prepared instructions and memos for them:
Step 3. Making an Announcement
We held an installation session with the department and talked about mentoring in general and our mentoring project.
Step 4. Collecting Requests
We asked our colleagues to form requests for mentoring and respond if they want to be mentors.
Step 5. Coaching session with mentors
We talked about the motivation of mentors and possible obstacles: lack of time and expertise required by menti.
We reviewed the requests from menti in practice and thought through our work options.
Step 6: Community Support
We continue to engage our employees in the program, keep them updated, and regularly remind them to participate in both roles via Slack, email, and in person.
Results
In two months, we have formed six mentoring pairs that work regularly.
We share our experience with other teams within the company and are happy to share it with all interested parties.
Mentoring helps inexperienced professionals, those who are bored with the usual range of tasks, want to get a promotion or gain more confidence in their professionalism, as well as mentors themselves - to develop flexible skills, find new growth points and be inspired. Companies, on the other hand, provide knowledge transfer and information exchange among employees, raise experts and managers, and save on external training.
The mentoring program helps mentees (mentees, mentees) and mentors find each other, organize the process and not leave the race ahead of time. We tried to implement it inside one department of with the support of our HR colleagues and are ready to share our experience.
Who is a mentor?
This term has many interpretations: some call mentors a coach (unlike a mentor, a coach focuses on achieving clearly defined goals instead of overall development), others simply refer to older and more experienced colleagues. In our understanding, a mentor, also known as a mentor, is a person who has the experience that his ward needs, and is ready to share it for free.
Who needs a mentor
In my opinion, the popularity of mentoring is still undeservedly small. A survey by researchers at Olivet Nazarin University showed that only 37% of Americans work with a mentor, while in Russia, according to my subjective feelings, this figure is much lower. The need for mentoring is not noted by everyone: entrepreneurs, scientists, government employees, and education workers are most often mentored.
I believe that working with a mentor will benefit everyone, especially those who need support:
- to an employee who has received a promotion or a new role;
- for a carder newbie;
- an experienced employee who feels like they've been stuck in one place among the same tasks;
- someone who wants to develop in related professions or change their field of activity;
- someone who wants to become a mentor or has already become one.
Who needs menti
For a mentor, working with a ward is no less important. It allows you to deepen your understanding of your own path and find new insights. When a mentor talks about his experience, remembering how he overcame difficulties, he further integrates this experience into his personality. By developing mentee, the mentor develops himself. The more we share what we know, the more we begin to understand it. By discussing the situation and request with mentee, the mentor can find a new approach to solving their own problems - to look at their background from a new angle.
The key factor is the desire to share your experience. According to the mentee Mentoring Club of Lomonosov Moscow State University, the most successful mentors were those who primarily wanted to help others develop and pass on their knowledge.
When mentoring doesn't work
As a co-founder of mentoring programs that hundreds of people have passed through, I can say with confidence that success is most influenced by two factors::
- menti's motivation and willingness to engage in his own development;
- "chemistry" between mentor and mentee.
Therefore, the mentoring program can only be completely voluntary, with the possibility of replacing the mentor and refusing mentee. Privacy helps build trust and establish a special connection. So, we ask mentors and their mentees to give feedback only on the number of meetings held. All insights and content remain inside the mentor pair.
Implementation of the mentoring program
A pilot mentoring project was launched in our rapidly growing regional development department: 12 people have already taken part.
Step 1: Define boundaries
We decided to focus on the skills that will help you train newcomers: effective communication (public speaking, negotiations), process automation, and team management.
First of all, we decided on the concept and organizational aspects:
- what are our goals and conditions for mentors and mentees?;
- what areas of expertise will we focus on and how will we collect expertise;
- what frequency of meetings will we recommend?;
- what will the mentors ' showcase look like and who will be involved in matching pairs;
- how we will additionally reward mentors.
As an additional motivation, we give mentors points on the corporate portal that can be exchanged for merchant, and increase the amount allocated by the company for employee training.
Step 2. Preparation of methodological materials
Since the employees had almost no mentoring experience, we prepared instructions and memos for them:
- The brochure for mentors reminds you of your goals and objectives, helps you prepare for orientation and regular meetings with mentees, and conduct mentoring sessions with colleagues.
- The mentee brochure explains why mentoring is necessary and how to formulate a request.
- The mentoring diary helps both parties structure notes and ideas that arise during the course of their work.
Step 3. Making an Announcement
We held an installation session with the department and talked about mentoring in general and our mentoring project.
Step 4. Collecting Requests
We asked our colleagues to form requests for mentoring and respond if they want to be mentors.
Step 5. Coaching session with mentors
We talked about the motivation of mentors and possible obstacles: lack of time and expertise required by menti.
We reviewed the requests from menti in practice and thought through our work options.
Step 6: Community Support
We continue to engage our employees in the program, keep them updated, and regularly remind them to participate in both roles via Slack, email, and in person.
Results
In two months, we have formed six mentoring pairs that work regularly.
We share our experience with other teams within the company and are happy to share it with all interested parties.
