Mentoring is very important aspect in organization management for proper grooming, growth and development of new entrant in an organization.This presentation will introduce u about the various aspects,method ad straties of mentoring.

1. Mentoring
• presented by :
• Rabeesh Verma
• Research scholar
• ICAR –IARI, New Delhi

2. Mentoring: An Introduction
• A mentor is an individual with expertise who can
help develop the career of a mentee.
• A mentor has primarily two function:
Career related function
Psychological support function
• Both functions-provide explicit and implicit
lessons related to professional development as
well as general work–life balance.
.

3. Definition:
Mentoring is a learning process where helpful, personal,
and reciprocal relationships are built while focusing on
achievement; emotional support is a key element.
Within mentoring relationships, mentees develop and
learn through conversations with more experienced
mentors who share knowledge and skills that can be
incorporated into their thinking and practice .
By comparison, tutoring or coaching is provision of
academic and professional assistance in a particular area
with a sole focus on competence

4. Models of mentoring:
1.Apprentice model, the mentee observes the
mentor and learns.
2. Competency model, the mentor gives the
mentee systematic feedback about performance
and progress.
3.Reflective model, the mentor helps the mentee
become a reflective practitioner

5. Types of mentoring:
• Mentoring relationships can be formal or informal.
• Formal mentor relationships are usually organized
in the workplace where an organization matches
mentors to mentees for developing careers.
• Informal mentor relationships usually occur
spontaneously and are largely psychosocial; they help
to enhance the mentee’s self esteem and confidence
by providing emotional support and discovery of
common interests

6. Stage in mentoring:
• Initiation
• Cultivation
• Separation
• Redefinition

7. INITIATION STAGE:
• In the initiation stage, two individuals enter into a mentoring
relationship.
• informal mentoring, the matching process occurs through
professional or social interactions between potential mentors and
mentees.
• Potential mentees search for experienced, successful people whom
they admire and perceive as good role models. Potential mentors
search for talented people who are “coachable.
• Formal mentoring programs manage the matching process instead
of letting these relationships emerge on their own.
• Good matching programs are sensitive to demographic variables
as well as common professional interests

8. CULTIVATION STAGE:
• The cultivation stage is the primary stage of learning and
development.
• Two broad mentoring functions are at their peak during
this stage. The career-related function often emerges first
when the mentor coaches the mentee on how to work
effectively and efficiently.
• The psychosocial function emerges after the mentor and
mentee have established an interpersonal bond. Within
this function, the mentor accepts and confirms the
mentee’s professional identity and the relationship
matures into a strong friendship.

9. SEPARATION PHASE :
• The separation stage generally describes the
end of a mentoring relationship.
• The relationship may end for a number of
reasons.
• There may be nothing left to learn, the mentee
may want to establish an independent identity,
or the mentor may send the mentee off on his
or her own the way a parent sends off an adult
child.

10. REPRODUCTION STAGE:
• Both mentor and mentee recognize that their
relationship can continue but that it will not be
the same as their mentoring relationship.
• If both parties successfully negotiate through
the separation stage, the relationship can evolve
into a collegial relationship or social friendship.
• Unlike the cultivation stage, the focus of the
relationship is no longer centered on the
mentee’s career development.

11. Principles of mentoring:
• Beneficence and No maleficence:
• Fidelity and Responsibility: leads the mentor to
clarify the roles of each party to the relationship.
• Integrity:-needs to do what they agreed.
• Respect for People’s Rights and Dignity guides both
the mentor and mentee to consider personal
differences so that any differences do not bias their
interactions.

12. Benefits of mentoring:
• Develops human assets for the organization
– “Human assets/intellectual capital is as critical as
financial capital for success.” – Kraiger, 2002.
– Provide source of innovation and value creation
– Only remaining competitive advantage that can not be
replicated
• Helps transfer tacit knowledge
• Aids in the retention of valued employees
– Executives with a mentor (in a study) moved quicker,
were better educated, and were happier with their
career

13. Sample Ground Rules for a
Mentoring Relationship
• Mentors and mentees should determine which ground
rules they will mutually abide by and establish
checkpoints to explore how well each side is
complying with them.
• We will manage our time well.
• We will each participate actively in the mentoring
process.
• We will communicate openly and honestly while
respecting our differences.
• We will respect each other’s experience and expertise.
• We will safeguard confidentiality

14. Who should have mentor:
• Individuals that are new to the organization.
• Individuals in new unit or new role.
• Individuals who have moved up levels.

15. 10 good reason to become good
mentee:
1. You'll learn. By serving as a mentor, you'll learn from your mentees
2. You’ll build your leadership and management skills
3. You’ll receive recognition from peers and superiors
4. You'll review and validate what you know and what you've
accomplished
5. You'll probably feel satisfied, proud, and energized
6. You’ll get a new and fresh outlook on your own job, challenges and
way forward
7. Mentoring could have future personal payoffs
8. The opportunity to meet new colleagues and expand your circle of
networking
9. You'll leave the world better than you found it. Leave your legacy
10. Your chance to pay back

16. Mentors and Mentees need people skills and
will build these skills through the relationship
1. They both need communication skills to
articulate problems and ideas
2. To listen and to challenge constructively
3. The ability to be honest with oneself and
the other partner and to reflect upon what is
being said, both at the time and subsequently
4. Capacity for empathy

17.  Knows what I am talking about, has experienced this
 Not intimidating, easy to approach at any time
 Interested in me (the Mentee) personally, genuine concern
 Provides subtle guidance, but ensures I make decisions
 Actually questions me
 Willing to debate / challenge me
 Will give honest answers
 Does not blame, stays neutral
 Is enabling, caring, open and facilitative
 Gives constructive and positive feedback
10 Core Competences for Mentors
– according to Mentees

18. Some guidelines to an effective
Mentoring conversation :
• It must be completely confidential
• Active Listening: ask open-ended questions rather than
questions that can be answered with a "yes" or "no“,
paraphrasing, don’t interrupt
• Understand that a Mentee’s/Mentor’s view of the world may
be different from your own
• Avoid lecturing or passing judgment

19. • Sensitivity: be sensitive to cultural and gender differences
• Time: good mentoring takes time in active discourse and preparation
• Don’t avoid positive confrontation, setting challenges together
• Mentors guide Mentees through a problem-solving process rather than
state a solution to a problem for them
• Summarize the conversation, agree on the outcome, take notes on insights
and next steps

20. Habits of ineffective mentors:
1. Think that you know better than the mentee what’s in his or her best
interest.
2. Remind them frequently how much they have still to learn.
3. Decide what you and the mentee will talk about and when; change dates
and themes frequently to prevent complacency sneaking in.
4. Do most of the talking; check frequently that they are paying attention.
5. Make sure that they understand how trivial their concerns are compared
to the weighty issues you have to issue with.
6. Remind the mentee how fortunate he/she is to have your undivided
attention.
7. Neither show, nor admit any personal weaknesses. Expect to be their role
model in all aspects of career development and personal values.
8. Never ask them what they should expect of you – how would they know
anyway?
9. Demonstrate how important and well connected you are by sharing
confidential information they don’t need (or want) to know.

21. Potential Problems in Mentor
Relationships
• A mentee may be overly dependent on a
mentor, asking for micromanagement instead
of career advice and counsel’
• Personal favors or expect involvement and
credit with the mentor’s work.
• Mentors and mentees may experience
problems with performance issues.

22. Conclusion:
• Mentoring has long been recognized as a
powerful tool in career development.
• Etiquette and ethics demand that the
relationship be conducted in a professional
manner with consideration and respect for both
individuals.
• Successful mentorships often evolve into
friendships with both partners learning and
providing support for the other.