SB/SE Buddy Program Pilot. Participant Toolkit

Size: px
Start display at page:

Download "SB/SE Buddy Program Pilot. Participant Toolkit"

Transcription

1 SB/SE Buddy Program Pilot Participant Toolkit March-May, 2009

2 SB/SE Buddy Program Pilot Thank you for volunteering to participate in the IRS SB/SE Revenue Agent Buddy Program pilot. As a Buddy to a new hire to the IRS, you will be a key player in welcoming the new hire and helping to ensure successful transition to our work team. Background The Buddy Program is a key component of IRS On-Boarding of new hires. On-Boarding refers to the various activities organizations undertake to bring people into the work place. These activities range from the processing of employment paperwork to the critical task of transforming the new hire into a productive team member. Effective On-Boarding can improve employee performance, engagement, and retention. Pairing a Buddy with a new hire improves On-Boarding by facilitating the new hire s transition to the job and connection to the organization. An IRS Buddy plays an early and important role in welcoming the new hire, establishing rapport, and providing the guidance and assistance needed for successful transition to a career at the IRS. Who is a Buddy? A Buddy is an IRS employee who is: A peer, ideally in the same occupation; Preferably geographically co-located; and A volunteer Your Role as a Buddy As a Buddy, your role is to partner with one and possibly up to five new hires by providing the information, support and guidance needed to help make transition into the IRS successful. Specifically, you will be asked to: Contact the new hire prior to report date to extend a welcome; Provide information about the IRS, office locations, transportation options, and other general information that can help make folks feel comfortable; and Periodically check in with the new hire especially during the first two months on the job so that you can answer questions or refer the new hire to sources of information and assistance. Your role is not to be mistaken as that of a mentor, coach, or manager. Your role is more as a peer wherein questions and concerns can be explored comfortably as the new hire deals with the confusion and uncertainty often faced in acclimating to a new job. 2

3 Buddy Guidelines The following provides guidance for your use to create a successful on-boarding experience for the new employee. The Buddy will: Contact and introduce yourself to the new hire as soon as directed to by the Buddy Program Coordinator using the communication tools and methods provided on page 5 of this Toolkit. Explain your role as a Buddy. (Two to three contacts should be made during the pre-arrival period) Establish a relationship and build a rapport sufficient to invite and support regular interaction (with mutually agreed upon regular check-ins taking place during the first two months after the new hire reports to work.) Establish/clarify contact expectations between you and the new hire in terms of when, how, and frequency. Be available, if geographically co-located, to meet the new hire on the first day he or she reports to work. Assist the new hire in discovering the basics of the organization by: o Introducing the new hire to co-workers and other key people; o Sharing information or answering questions about the IRS, and the office environment (i.e. its culture, how things get done, organizational acronyms, as well as the physical layout); and, o Providing advice about the resources available for information and assistance, and how to access. Guidance Visit the internet to see the web site to which you will be referring the new hire. Also refer to page 5 of this Toolkit for the sample pre-arrival communication template you will be using. Take your time in establishing a relationship. Be patient and positive. You will have several contacts to establish the rapport needed for success. Listening is very important. Try to learn the new hire s preferred communication style and use it. Maintain any confidences established between you and the new hire. 3

4 Evaluation Employee Performance Evaluation Serving as a Buddy does not affect your performance evaluation. Program Evaluation Shortly after the new hire reports to the office, your Buddy Pilot Program Coordinator will ask all Buddy and new hire pilot participants to voluntarily complete a confidential survey to help assess the pilot. At the conclusion of the pilot, your Buddy Program Coordinator will solicit your participation in completing a second survey. Your feedback is critical, as it will be the primary basis for making enhancements to the Buddy Program. Copies of the surveys are included in pages 6 9 of this Toolkit for your reference. 4

5 Communications Guidelines Once you receive new hire contact information from the Buddy Program Coordinator, follow the Guidelines below to initiate your pre-arrival communications. Two to three contacts should be made during the pre-arrival period. Use the content below for your initial contact. Follow-up with subsequent s to check-in with the new hire about any questions or need for assistance. Once the new hire reports to the office, establish mutually agreed upon timeframes for check-ins during the first two months. Guidelines for a Pre-Arrival Welcome Message to a New Hire Introduce yourself; include where you work within IRS. Explain that you are there to help them through their pre-arrival through the first two months on the job. Give them your name and phone number, and let them know you are their go to person, and that they can contact you with any questions or concerns. Introduce the new hire to the IRS web site and share information that is available to help them learn more about IRS. Sample Pre-arrival TO: SUBJECT: Welcome to the Internal Revenue Service (IRS) Dear (Insert new employee s name): Welcome to the IRS! We are excited that you will be joining us on MM/DD/YYYY. I will be your new employee Buddy --someone who can help you get settled when you report to the office, show you around, answer any questions you have and serve as a resource during your first two months here. I am a (insert occupation) and have been working for the (insert business unit) organization for XX (insert months or years). Before you begin your new position, I want to share some information with you about the IRS that is available on our internet site. By visiting the IRS Web site, you can meet Commissioner Shulman, read about the interesting history of IRS, review our mission and strategic plan and learn about the IRS structure and operating divisions. If you have any questions between now and the time you report, please feel free to call me at (insert phone number) or me at (insert address). Sincerely, (Insert name) 5

6 Thank you for volunteering as a Buddy. We hope that your experience has been satisfying to date. Please take a few minutes to complete this confidential evaluation on the initial weeks of the Buddy Program so that we can determine program effectiveness and needed enhancements. Please complete this survey by (insert date) at (insert web link). Name (Optional): NEW HIRE BUDDY PILOT PROGRAM INITIAL EVALUATION BY BUDDY Assign a rating of 1 through 5 to describe your level of agreement. Description/Identification of Survey Item Scale 1 = Strongly disagree 2 = Disagree 3 = Neither agree nor disagree 4 = Agree 5 = Strongly Agree I was satisfactorily briefed regarding my role as a Buddy. 2. I was provided accurate information to establish contact with the new hire prior(s) to them reporting to the office. 3. The Buddy Toolkit was helpful to me in performing my role. 4. The Buddy Program Coordinator provided me the support I needed. 5. I was provided adequate time to make pre-arrival contact(s), meet and greet the new hire(s), provide information and answer questions. 6. The new hire(s) seemed interested in having a Buddy. 7. The number of new hires assigned to me was: 8. The approximate time I spent in making pre-arrival contacts was: 9. Typical questions by the new hire were (please list): 10. I recommend the following changes to the Buddy Program: 11. Please provide additional comments or elaborate on any of the questions above: THANK YOU FOR PARTICIPATING AND PROVIDING YOUR FEEDBACK! AT THE END OF THE PILOT, YOU WILL HAVE ANOTHER OPPORTUNITY TO PROVIDE FEEDBACK. 6

7 Thank you again for serving as a Buddy. We hope that you found the program rewarding. Please take a few minutes to complete this confidential evaluation of the Buddy Program so that we can determine the effectiveness of the program and needed enhancements. Please complete this survey by (insert date) at (Insert web link). Name (Optional): NEW HIRE BUDDY PILOT PROGRAM COMPLETION EVALUATION BY BUDDY Assign a rating of 1 through 5 to describe your level of agreement. Description/Identification of Survey Item Scale 1 = Strongly disagree 2 = Disagree 3 = Neither agree nor disagree 4 = Agree 5 = Strongly Agree If needed, the Buddy Program Coordinator provided me support. 2. Once the new hire(s) reported to the office, I felt that I was provided adequate time to perform check-ins and perform my role as a Buddy. 3. I feel the new hire(s) benefited from having a Buddy. 4. I would serve as a Buddy again. 5. I recommend that the Buddy Program be made available for all new hires. 6. The number of new hires assigned to me was: 7. Once the new hire(s) reported to the office, the approximate time I spent on a weekly basis in performing my Buddy role was: 8. Once the new hire(s) reported to the office, the typical topics of discussion were (please list): 9. I recommend the following changes to the Buddy Program: 10. Please provide additional comments or elaborate on any of the questions above: THANK YOU FOR PARTICIPATING AND PROVIDING YOUR FEEDBACK! 7

8 Welcome to the IRS! We hope that your experience has been satisfying to date. You were assigned a Buddy as part of a pilot program to enhance your coming on board experience with the IRS. Please take a few minutes to complete this confidential evaluation on the initial weeks of the Buddy Program so that we can determine program effectiveness and needed enhancements. Please complete this survey by (insert date) at (insert web link). Name (Optional): NEW HIRE BUDDY PILOT PROGRAM INITIAL EVALUATION BY NEW HIRE Assign a rating of 1 through 5 to describe your level of agreement. Description/Identification of Survey Item Scale 1 = Strongly disagree 2 = Disagree 3 = Neither agree nor disagree 4 = Agree 5 = Strongly Agree I was contacted by my Buddy prior to my first day at IRS. 2. The information provided by my Buddy prior to my first day was helpful. 3. I felt welcomed by my Buddy. 4. I felt comfortable asking my Buddy questions. 5. The approximate time I spent interacting with my Buddy prior to my first day at IRS: 6. Typical questions I asked my Buddy (please list): 7. I recommend the following changes to the Buddy Program: 8. Please provide additional comments or elaborate on any of the questions above: THANK YOU FOR PARTICIPATING AND PROVIDING YOUR FEEDBACK! AT THE END OF THE PILOT, YOU WILL HAVE ANOTHER OPPORTUNITY TO PROVIDE FEEDBACK. 8

9 We hope that your experience in joining IRS has been satisfying to date. We are concluding our Buddy pilot program and ask that you take a few minutes to complete this confidential evaluation so that we can determine program effectiveness and needed enhancements. Please complete this survey by (insert date) at (insert web link). NEW HIRE BUDDY PILOT PROGRAM COMPLETION EVALUATION BY NEW HIRE Name (Optional): Assign a rating of 1 through 5 to describe your level of agreement. Description/Identification of Survey Item Scale 1 = Strongly disagree 2 = Disagree 3 = Neither agree nor disagree 4 = Agree 5 = Strongly Agree Once I reported to my office, my Buddy was available to answer my questions and provide information. 2. The information provided by my Buddy was helpful. 3. I felt comfortable asking my Buddy questions. 4. I felt I benefited by having a Buddy assigned to me. 5. Once I reported to my office, the approximate time I spent on a weekly basis with my Buddy was: 6. Examples of the types of information I requested from my Buddy (please list): 7. I recommend the following changes to the Buddy Program: 8. Please provide additional comments or elaborate on any of the questions above: THANK YOU FOR PARTICIPATING AND PROVIDING YOUR FEEDBACK! AT THE END OF THE PILOT, YOU WILL HAVE ANOTHER OPPORTUNITY TO PROVIDE FEEDBACK. 9

University of Pennsylvania. Penn Pal Program for New Staff Members

University of Pennsylvania. Penn Pal Program for New Staff Members University of Pennsylvania Penn Pal Program for New Staff Members Allow the manager to focus on valuable role and performance aspects rather than lowlevel operational issues during the new staff member

More information

ELM Guide. A Resource for Both F&ES Mentor and Mentee. Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin

ELM Guide. A Resource for Both F&ES Mentor and Mentee. Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin ELM Guide A Resource for Both F&ES Mentor and Mentee Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin 1 Table of Contents 1. Introduction & Mission 3 2. Benefits

More information

Mentoring Program Handbook

Mentoring Program Handbook OHIO CHAPTER Mentoring Program Handbook Mentoring Program Committee Purpose Statement Our purpose is to provide support for professional development and growth within the utility industry to members of

More information

New Employee Onboarding - Supervisor s Guide

New Employee Onboarding - Supervisor s Guide New Employee Onboarding - Supervisor s Guide 1. Introduction You have a new employee! E mployee onboarding is a vital part of the GNWT s recruitment process. Hiring, training, and bringing new employees

More information

Informational Interviews

Informational Interviews Informational Interviews Purpose of the Informational Interview Informational interviewing is simply talking with someone who is presently working in a career that interests you. The goal is to gather

More information

Onboarding Toolkit. Everything you need to optimize your onboarding program

Onboarding Toolkit. Everything you need to optimize your onboarding program Onboarding Toolkit Everything you need to optimize your onboarding program Onboarding Fundamentals TABLE OF CONTENTS Everything you need to start is right here: 3 Learn how to avoid the most common problems

More information

Professional Mentorship Program Guidebook

Professional Mentorship Program Guidebook Professional Mentorship Program Guidebook 2017-2018 CFA Society Ottawa Professional Mentorship Program Welcome to the CFA Society Ottawa mentorship program! You have made an important commitment by deciding

More information

We are delighted to share our new Volunteer Onboarding for Success manager toolkit.

We are delighted to share our new Volunteer Onboarding for Success manager toolkit. VOLUNTEER Dear MWHC Manager, We are delighted to share our new Volunteer Onboarding for Success manager toolkit. Creating a welcoming environment and ensuring Volunteers are well trained for their roles

More information

New employees who participated in a structured orientation program were 69% more likely to remain at the company up to three years.

New employees who participated in a structured orientation program were 69% more likely to remain at the company up to three years. Starting a new job is both exciting and nervewracking. Help your new employees get off on the right foot with your organization by making sure their onboarding experience is a positive one. New employees

More information

New employees who participated in a structured orientation program were 69% more likely to remain at the company up to three years.

New employees who participated in a structured orientation program were 69% more likely to remain at the company up to three years. Starting a new job is both exciting and nervewracking. Help your new employees get off on the right foot with your organization by making sure their onboarding experience is a positive one. New employees

More information

PEER MENTORING TOOLKIT TRADEMAX COMMUNICATIONS

PEER MENTORING TOOLKIT TRADEMAX COMMUNICATIONS PEER MENTORING TOOLKIT TRADEMAX COMMUNICATIONS CONTENT Definitions 1 Objectives 2 Benefits 3 Communication Tools 4 Prompt Questions 5 Training Plan 6 Training Plan (Contd.) 7 Mentoring Commitment 8 Peer

More information

INTERNSHIP STARTER HANDBOOK For Community Providers

INTERNSHIP STARTER HANDBOOK For Community Providers OFFICE OF INTERNSHIPS INTERNSHIP STARTER HANDBOOK For Community Providers Thank you for your interest in partnering with California State University San Marcos to provide internship opportunities to CSUSM

More information

COACHING USING THE DISC REPORT

COACHING USING THE DISC REPORT COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees

More information

Needs Assessment Working Group Session (Adapted from Petroleum Human Resources Council of Canada Increasing the Talent with permission.

Needs Assessment Working Group Session (Adapted from Petroleum Human Resources Council of Canada Increasing the Talent with permission. Needs Assessment Working Group Session (Adapted from Petroleum Human Resources Council of Canada Increasing the Talent with permission.) Introduction to the Tool A Needs Assessment session that captures

More information

Supporting Leaders in Training: Leadership Qualification Mentors

Supporting Leaders in Training: Leadership Qualification Mentors Supporting Leaders in Training: Leadership Qualification Introduction Thank you for volunteering to mentor a Leader in Training. Developing Leaders helps to grow guiding and gives more girls the opportunity

More information

BUILDING CAPACITY TO USE RESEARCH EVIDENCE

BUILDING CAPACITY TO USE RESEARCH EVIDENCE BUILDING CAPACITY TO USE RESEARCH EVIDENCE Mentorship guide University of Johannesburg, South Africa September 2014 This document should be cited as: UJ-BCURE (2014, Sept) Mentorship guide. University

More information

CULTURAL COMPETENCE INVENTORY

CULTURAL COMPETENCE INVENTORY CULTURAL COMPETENCE INVENTORY Organizations and programs that strive toward cultural competence are welcoming to a broad range of diverse communities and engage in culturally competent activities on every

More information

HSE Women in Leadership Mentoring Programme. A Guide for Mentees

HSE Women in Leadership Mentoring Programme. A Guide for Mentees HSE Women in Leadership Mentoring Programme A Guide for Mentees TABLE OF CONTENTS Part I: Preparing for mentoring... 4 What is a mentor?... 4 The benefits of a mentoring relationship... 4 Mentoring for

More information

Achieving More with the Career Framework

Achieving More with the Career Framework Associate s Guide: Achieving More with the Career Framework Achieving More No matter your job, your knowledge, skills and behaviors make an important and often, lasting imprint on the lives of your colleagues,

More information

THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program

THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.

More information

Mentoring Implementation Toolkit

Mentoring Implementation Toolkit CORPORATE LEADERSHIP COUNCIL www.clc.executiveboard.com Mentoring Implementation Toolkit Research suggests that informal relationship-based learning such as mentoring serves as the most consistently powerful

More information

Purpose of this tool. Page 1

Purpose of this tool. Page 1 Purpose of this tool Thank you for taking time to participate in the Affiliate Self Assessment Tool. The Affiliate Self Assessment Tool was designed by members of the Council of Affiliates to complement

More information

Orienting New Employees

Orienting New Employees Orienting New Employees Beginning a new job can be an overwhelming and challenging experience. At Lewis & Clark we want employees to have a smooth transition into their new role and provide them with the

More information

Developing Frontline Supervisor Competencies Overview

Developing Frontline Supervisor Competencies Overview Developing Frontline Supervisor Competencies Overview The City and County of Denver is a vibrant, dynamic city that requires strong leaders at every level of the organization. To ensure that we have strong

More information

The N4A Mentoring Program

The N4A Mentoring Program Mentor Program The N4A Mentoring Program An essential, yet underestimated, factor in professional development is the alliance formed between mentors ("seasoned" professional) and mentees (novice professional).

More information

ORIENTATION 60 SECRETS TO SUCCESSFUL EMPLOYEE ORI1309

ORIENTATION 60 SECRETS TO SUCCESSFUL EMPLOYEE ORI1309 60 SECRETS TO SUCCESSFUL EMPLOYEE ORIENTATION 800-556-3009 www.careertrack.com DISCLAIMER: The principles and suggestions in this handout and the 60 SECREts to SuCCESSful Employee orientation webinar are

More information

How to Manage Volunteers

How to Manage Volunteers How to Manage Volunteers TEFN Annual Conference Michel Hudson, CFRE April 14, 2016 Volunteer Motivation Personally to a connected organization Personal connection to the of the project or organization

More information

Research: The Relationship Between. VERSATILITY AND DIVERSITY Among LEADERS

Research: The Relationship Between. VERSATILITY AND DIVERSITY Among LEADERS Research: The Relationship Between VERSATILITY AND DIVERSITY Among LEADERS The Relationship Between VERSATILITY AND DIVERSITY Among LEADERS WHAT IS DIVERSITY? Most large organizations have made strides

More information

Edition 1.4. The Mentor Toolkit. Your Single Guide to Driving Development Through Social Learning

Edition 1.4. The Mentor Toolkit. Your Single Guide to Driving Development Through Social Learning Edition 1.4 The Mentor Toolkit Your Single Guide to Driving Development Through Social Learning EMAIL info@terpassociates.com WEB www.terpassociates.com PHONE (443) 424 8250 MAIL 6478 MacBeth Way Eldersburg,

More information

MENTORING G UIDE MENTEES. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentees

MENTORING G UIDE MENTEES. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentees MENTORING G UIDE for MENTEES BY TRIPLE CREEK ASSOCIATES, INC. www.3creek.com 800-268-4422 Mentoring Guide for Mentees 2002 1 Table of Contents What Is Mentoring?... 3 Who Is Involved?... 3 Why Should People

More information

Mentoring Toolkit Additional Resources

Mentoring Toolkit Additional Resources Mentoring Toolkit Additional Resources University of Edinburgh Mentoring Connections Programme Table of Contents Mentoring Connections at the University of Edinburgh... 4 General information on the mentoring

More information

Army Civilian Acculturation Program. New Employees

Army Civilian Acculturation Program. New Employees Army Civilian Acculturation Program Sponsor s Guide to Onboarding New Employees Sponsor s Guide Introduction This guide has been developed to help sponsors in their roles with new employees. We want to

More information

Journey Mapping the New Hire Onboarding Experience

Journey Mapping the New Hire Onboarding Experience Journey Mapping the New Hire Onboarding Experience Jayne Hitman Performance Strategist Business Development Manager Credit Union National Association Jhitman@cuna.coop New Employee Onboarding, is the process

More information

ACHE Volunteer Engagement Manual

ACHE Volunteer Engagement Manual ACHE Volunteer Engagement Manual 1 TABLE OF CONTENTS SECTION 1 Volunteer Recruitment... 3 SECTION 2 Volunteer Orientation.5 SECTION 3 Volunteer Management..6 SECTION 4 Volunteer Recognition 7 SECTION 5

More information

Advisory Board Members: Sample Board Evaluation Best Buddies Board Evaluation

Advisory Board Members: Sample Board Evaluation Best Buddies Board Evaluation Advisory Board Members: Best Buddies Board Evaluation Self-Evaluation 1. I get excited about the vision, mission, and potential of our organization. 2. I look for news, trends, and developments that could

More information

May 31-June 3, Vancouver, BC MENTORSHIP GUIDE

May 31-June 3, Vancouver, BC MENTORSHIP GUIDE 94 th Annual Conference May 31-June 3, 2017 Vancouver, BC MENTORSHIP GUIDE Introduction The Canadian Paediatric Society would like to thank you for participating in the Mentor- Mentee program for Fellows,

More information

Thank you for your request under the Freedom of Information Act 2000 (the Act) received on 9 June 2011, seeking the following information:

Thank you for your request under the Freedom of Information Act 2000 (the Act) received on 9 June 2011, seeking the following information: 4 July 0 Freedom of Information Request - RFI04 Thank you for your request under the Freedom of Information Act 000 (the Act) received on June 0, seeking the following information: the overall results

More information

Guide for Companies Hosting High School Interns

Guide for Companies Hosting High School Interns Guide for Companies Hosting High School Interns Includes suggested preparation, orientation, and execution for success. Source: Internships.com PALATINE HIGH SCHOOL WILLIAM FREMD HIGH SCHOOL JAMES B. CONANT

More information

MENTEE GUIDE ADVANCEM HIEVER LEARN FRIEND STUDENT START MENTEE GROW LISTEN

MENTEE GUIDE ADVANCEM HIEVER LEARN FRIEND STUDENT START MENTEE GROW LISTEN HIEVER ENT FRIEND LEARN STUDENT MENTEE GUIDE ENT MENTEE GROW ADVANCEM START R IN ND LISTEN N AMB MENTEE GUIDE 1 MENTEE GUIDE Welcome to the HR Certification Institute s Certification Mentor Program, and

More information

EY Center for Careers Preparation for the Full-time Position

EY Center for Careers Preparation for the Full-time Position Congratulations on your offer and acceptance of a full-time position. The next phase is to prepare for your upcoming full-time position to help ensure your success in terms of fit, challenge, growth, etc.

More information

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the

More information

Mentoring. Program Guide

Mentoring. Program Guide Mentoring Program Guide Mentoring Guide Developed by the Nova Scotia Public Service Commission This guide for mentoring has been designed to support the leadership and career planning and development of

More information

Motivating Your Booth Staff

Motivating Your Booth Staff The increased cost of sales, the globalization of local economies and the quickening pace of change have increased the importance of every face-to-face interaction on the show floor. Over the past few

More information

ONBOARDING GUIDE FOR MANAGERS

ONBOARDING GUIDE FOR MANAGERS ONBOARDING GUIDE FOR MANAGERS University of South Florida Human Resources Your Role in Onboarding Preparing for the New Employee s Arrival Dear Manager, An employee s first weeks and months on the job

More information

Developing a matching process for your mentoring and befriending project

Developing a matching process for your mentoring and befriending project Developing a matching process for your mentoring and befriending project July 2010 This information sheet is for mentoring and befriending projects looking to develop consistent matching procedures. It

More information

UNIVERSITY OF MASSACHUSETTS LOWELL MASSACHUSETTS DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING MENTOR PROGRAM

UNIVERSITY OF MASSACHUSETTS LOWELL MASSACHUSETTS DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING MENTOR PROGRAM UNIVERSITY OF MASSACHUSETTS AT LOWELL MASSACHUSETTS DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING MENTOR PROGRAM PREPARED BY UML ALUMNI CEE INDUSTRIAL ADVISORY BOARD MENTOR SUBCOMMITTEE JANUARY 2001

More information

Developing Frontline Supervisor Competencies Overview

Developing Frontline Supervisor Competencies Overview Developing Frontline Supervisor Competencies Overview The City and County of Denver is a vibrant, dynamic city that requires strong leaders at every level of the organization. To ensure that we have strong

More information

Conducting a Recruitment and Selection Process Sample Tools, Templates and Operating Guidelines

Conducting a Recruitment and Selection Process Sample Tools, Templates and Operating Guidelines Conducting a Recruitment and Selection Process Sample Tools, Templates and Operating Guidelines Prepared by: Carmen Drouin & Associates, January 2015 Prepared for: National Sport Federation Services Canadian

More information

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas

More information

Copyright 2016 The William Averette Anderson Fund 501(c)(3)

Copyright 2016 The William Averette Anderson Fund 501(c)(3) Mentee Guide Table of Contents BAF Background... 2 BAF Mentoring Program... 2 Defining Mentoring... 3 Being an Effective Mentee... 4 Key Considerations for Prospective Mentees... 5 Next Steps... 8 The

More information

Work Experience. Placements. A guide for employers BE PART OF IT

Work Experience. Placements. A guide for employers BE PART OF IT Work Experience Placements BE PART OF IT A guide for employers Contents Inspire Your Future Workforce 1 How Work Experience Works for Employers 2 How Work Experience Benefits Young People and Society 3

More information

Environmental Professional Intern (EPI) Mentoring Guidelines

Environmental Professional Intern (EPI) Mentoring Guidelines Institute of Professional Environmental Practice 600 Forbes Avenue, 339 Fisher Hall, Pittsburgh, PA 15282 USA Phone +1-412-396-1703; Fax +1-412-396-1704; E-mail ipep@duq.edu Environmental Professional

More information

Site Visit Toolkit. Sample Timeline Best Life Alliance Messages How to Share Your Story Site Visits and the Law...

Site Visit Toolkit. Sample Timeline Best Life Alliance Messages How to Share Your Story Site Visits and the Law... Site Visit Toolkit Contents Sample Timeline... 2 Best Life Alliance Messages... 5 How to Share Your Story... 6 Site Visits and the Law... 7 Sample Invitation... 8 Sample Press Release... 9 Site Visit Checklist...

More information

How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership

How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership The official guide of the Senior Executive Association and the Young Government Leaders Mentoring Partnership

More information

VOLUNTEER JOB DESCRIPTIONS

VOLUNTEER JOB DESCRIPTIONS VOLUNTEER JOB DESCRIPTIONS The Purpose of Job Descriptions Officer job descriptions are important, often overlooked, essential pieces of information that need to be written in order to have the chapter

More information

University Co-op Student Survey Report

University Co-op Student Survey Report 10/10/2018 Purdue University Co-op Student Survey Report Office of Professional Practice Spring 2018 Introduction Dear Professional Practice Employers In May 2018 the Professional Practice Ambassadors

More information

CEC/CEC-PD Mentoring Program Guide

CEC/CEC-PD Mentoring Program Guide CEC/CEC-PD Mentoring Program Guide 1 CEC/CEC-PD MENTORING PROGRAM OVERVIEW Welcome to the CEC/CEC Pioneers Division (PD) Mentoring Program. We re delighted that you ve decided to participate as a mentor

More information

TalentFit Interview. Copyright Ó 2017 Talent Plus Ò Lincoln, Nebraska

TalentFit Interview. Copyright Ó 2017 Talent Plus Ò Lincoln, Nebraska The primary purpose of the TalentFit Interview is to review key Talent, Fit and Investment factors in order to maximize the success of a selection decision for the mutual benefit of the candidate, the

More information

A Guide to Employee Development and Review Scheme Professional/General Managers

A Guide to Employee Development and Review Scheme Professional/General Managers A Guide to Employee Development and Review Scheme Professional/General Managers Edition 1.0 Human Resources ManagerToolkit Table of Contents Table of Contents... 2 Introduction... 3 Manager Responsibilities...

More information

Ohlone College New Faculty Mentor Plan

Ohlone College New Faculty Mentor Plan Ohlone College New Faculty Mentor Plan The New Faculty Mentoring Program is designed to support the College mission of a Learning College Model. The purpose of the mentor program is to assist new faculty

More information

About the Tutorial. Audience. Prerequisites. Disclaimer & Copyright. Employee Onboarding

About the Tutorial. Audience. Prerequisites. Disclaimer & Copyright. Employee Onboarding About the Tutorial Employee Onboarding is one of the most important aspects of Human Resource Management. A perfect onboarding of an employee makes him/her a loyal asset and helps in maintaining the retention

More information

Effective Mentoring Relationships: The Mentor s Role (Part 1 of 2) by Dr. Linda Phillips-Jones

Effective Mentoring Relationships: The Mentor s Role (Part 1 of 2) by Dr. Linda Phillips-Jones Effective Mentoring Relationships: The Mentor s Role (Part 1 of 2) by Dr. Linda Phillips-Jones Whether your mentoring relationship is thriving or merely coasting along, it makes sense to take a close look

More information

Leaders and Engagement

Leaders and Engagement Leaders and Engagement Presentation for NAREIT Ilene Gochman, Ph.D. Global Leader, Integrated Talent Management, Korn/Ferry International October 15, 2012 What s Your Experience with Engagement? 2 Agenda

More information

Building and Maintaining a Business Advisory Board... 2 Engaging Business Advisory Board Members... 3 Business Advisory Board Frequently Asked

Building and Maintaining a Business Advisory Board... 2 Engaging Business Advisory Board Members... 3 Business Advisory Board Frequently Asked 0 Building and Maintaining a Business Advisory Board... 2 Engaging Business Advisory Board Members... 3 Business Advisory Board Frequently Asked Questions... 4 Sample Documents: Business Advisory Board

More information

Interview Guide: Nursing

Interview Guide: Nursing kelmil85@gwu.edu nursing.gwu.edu/career-services Interview Guide: Nursing OVERVIEW Know your personal and professional goals and what you can contribute to the organization *How do my strengths, interests,

More information

Volunteerism for the Next Generation

Volunteerism for the Next Generation Valuing and Achieving Diversity in Volunteer Management The goal of achieving organizational diversity is more than a moral or legal issue; it makes good sense! Diversity strengthens and enhances the effectiveness

More information

OKLAHOMA COOPERATIVE EXTENSION SERVICE EXTENSION EDUCATOR MENTORING PROGRAM. Administrative Guidelines

OKLAHOMA COOPERATIVE EXTENSION SERVICE EXTENSION EDUCATOR MENTORING PROGRAM. Administrative Guidelines OKLAHOMA COOPERATIVE EXTENSION SERVICE EXTENSION EDUCATOR MENTORING PROGRAM Administrative Guidelines December 2005 Mentoring for OCES Goal: To provide for a professional, educational and personal support

More information

Career Mentoring Programme 2013/4

Career Mentoring Programme 2013/4 Career Mentoring Programme 2013/4 Department of Management, City University of Hong Kong Mentor Handbook Thank you very much for becoming a Career Mentor of Department of Management, City University of

More information

The following guidelines will help you get the most out of your mentoring relationship.

The following guidelines will help you get the most out of your mentoring relationship. As a mentor, you will invest your time, energy and expertise to nurture the growth of another person. You are the special person who helps others reach their potential. Your style may range from that of

More information

EXIT INTERVIEWS AND QUARTERLY RETENTION MEETINGS. Leadership Through Fully Engaged Employees Chapter10

EXIT INTERVIEWS AND QUARTERLY RETENTION MEETINGS. Leadership Through Fully Engaged Employees Chapter10 EXIT INTERVIEWS AND QUARTERLY RETENTION MEETINGS Leadership Through Fully Engaged Employees Chapter10 Table of Contents LEARNING OBJECTIVES... 2 PURPOSES OF EXIT INTERVIEW MEETINGS... 4 EXIT INTERVIEW

More information

Supervisor s Guide to Effectively Onboarding a New Employee

Supervisor s Guide to Effectively Onboarding a New Employee Supervisor s Guide to Effectively Onboarding a New Employee Human Resources Employee Relations Freehafer Hall 41679 erofficer@purdue.edu Using this Guide The Supervisor s Onboarding Guide does just that

More information

Real Ways to Rock Your Employee Experience. Mike Bensi, Founder Bensi & Company

Real Ways to Rock Your Employee Experience. Mike Bensi, Founder Bensi & Company Real Ways to Rock Your Employee Experience Mike Bensi, Founder Bensi & Company 2 AGENDA The core components of a strong employee experience. Over 50 different tactics you can implement to grow your employee

More information

M E N T O R I N G 1 0 1

M E N T O R I N G 1 0 1 M E N T O R I N G 1 0 1 T o o l s, t i p s a n d t e c h n i q u e s t o b e i n g a n e f f e c t i v e m e n t o r Session Components Defining Mentorship Expectations and Guidelines Rules of the Road

More information

DO YOU WANT A MENTOR?

DO YOU WANT A MENTOR? DO YOU WANT A MENTOR? TABLE OF CONTENTS I THINK I WANT A MENTOR--AM I READY?...2 HOW TO FIND A MENTOR THAT IS RIGHT FOR YOU...3 TIPS FOR A SUCCESSFUL RELATIONSHIP...4 THE GOALS ARE ACHIEVED--WHAT NEXT?...6

More information

LEADERSHIP POTENTIAL INDICATOR

LEADERSHIP POTENTIAL INDICATOR LEADERSHIP POTENTIAL INDICATOR Personal Report John Smith 2017 MySkillsProfile. All rights reserved. Introduction The (LPI) measures aspects of your leadership style by asking you questions about your

More information

06/07/2017. Objectives. Background. What is onboarding? New employee now what? Interprofessional and Team-based Onboarding

06/07/2017. Objectives. Background. What is onboarding? New employee now what? Interprofessional and Team-based Onboarding Objectives Explain the role of preceptor in onboarding and team building Interprofessional and Team-based Onboarding Michelle Mahaffey Harmon, PhD, RN Henry Ford Macomb Hospital Describe the integration

More information

Workforce Week TM Event Guide:

Workforce Week TM Event Guide: Workforce Week TM Event Guide: STUDENT About Workforce Week Workforce Week is an annual career development event first designed by Workday that connects job seekers from all walks of life with employees

More information

County of Riverside Student Internship Program. Supervisor / Mentor Guide

County of Riverside Student Internship Program. Supervisor / Mentor Guide County of Riverside Student Internship Program Supervisor / Mentor Guide TABLE OF CONTENTS WELCOME 3 PROGRAM OBJECTIVES 4 PROGRAM TYPES 4 THE ROLE AND RESPONSIBILITY OF THE SUPERVISOR/MENTOR 5 A. The Role

More information

Peer Mentoring Scheme Handbook for Foster Carers

Peer Mentoring Scheme Handbook for Foster Carers DRAFT Tri-Borough 3/1/12 Peer Mentoring Scheme Handbook for Foster Carers 2012 Tri-Borough Fostering Service Index Topic Number Content Page Number 1. What is Peer Mentoring 3 2. Aims 3 3. Objectives 3

More information

Guidelines for Mentors and Mentees

Guidelines for Mentors and Mentees Guidelines for Mentors and Mentees International Actuarial Association Actuaries Without Borders Section (AWB ) Global Mentorship Program (including Actuarial Exam Tutoring service) Effective January 2017

More information

A Speed Mentoring Toolkit

A Speed Mentoring Toolkit A Speed Mentoring Toolkit Mentoring describes a developmental relationship between a mentor, who is a person with experience, skills and knowledge, and a mentee, who is less experienced or skilled in handling

More information

Interview Preparation Worksheet

Interview Preparation Worksheet Interview Preparation Worksheet Use this worksheet and Interview Preparation Guide to get yourself prepared and ready for a great interview! SUMMARY INFORMATION Job Title Company Name Company Address Interviewer

More information

Cover Letter Workshop. Career Development Centre

Cover Letter Workshop. Career Development Centre Cover Letter Workshop Career Development Centre 2014-2015 Learning Objectives To understand the need for a cover letter To know what makes a cover letter effective to strengthen job applications Become

More information

Succession Planning, Mentoring and Coaching: The Key to Staff Development. Kristi McClure Huckaby, Director of Recreation CPRS President

Succession Planning, Mentoring and Coaching: The Key to Staff Development. Kristi McClure Huckaby, Director of Recreation CPRS President Succession Planning, Mentoring and Coaching: The Key to Staff Development Kristi McClure Huckaby, Director of Recreation CPRS President Definition Succession planning is a process for identifying and developing

More information

Discovery-enabling culture

Discovery-enabling culture Discovery-enabling culture University of Leicester Coaching and Mentoring Academy Why have we created a coaching and mentoring academy? One of the four key pillars of activity in the University s Strategic

More information

1 Survey of Cohort Mentors: Gender-Based Analyses August 2013

1 Survey of Cohort Mentors: Gender-Based Analyses August 2013 1 Survey of Cohort Mentors: Gender-Based Analyses August 2013 Sample Seventeen mentors completed the survey from an overall population sample of 32 mentors. Thus, this survey had a response rate of 53.1%.

More information

Human Resources. Professional Development

Human Resources. Professional Development Human Resources Professional Development SPRING 2019 Table of Contents Meet the Team....2 About Learning and Education...3 HR New Staff Orientation...3 Career Coaching....3 Courses....4 Brown Bag Workshops...5

More information

PROJECT CHAMPION USER GUIDE

PROJECT CHAMPION USER GUIDE DIVERSITY EQUITY INCLUSION TOOLKIT Better Companies. Brighter World. PROJECT CHAMPION USER GUIDE A Glossary of Terms, a complete List of Assessment Questions and a References list are available for download

More information

Johnson County Community College. Faculty Mentoring Handbook

Johnson County Community College. Faculty Mentoring Handbook Johnson County Community College Faculty Mentoring Handbook 1 Faculty Mentoring The purpose of faculty mentoring is to foster cooperation leading to excellence of all newly hired full-time faculty members

More information

Expose the Actors. XChange, August 13, 2017

Expose the Actors. XChange, August 13, 2017 Expose the Actors XChange, August 13, 2017 Introduction David Russell CEO & Senior Consultant 44 Years in business / 5 Years in computer industry Former VAR, systems builder, MSP (hosted 1,800 online stores),

More information

VIH Mentoring Program

VIH Mentoring Program VIH Mentoring Program Mentor Guide Week 1: How to assist your mentee in achieving cultural immersion A Note from the VIH Program Dear Mentor, Think back to your international experience. Was it life-changing?

More information

ASU CSW Staff Mentoring & Development Program Program Information for Prospective Mentors Summer 2016 Cohort

ASU CSW Staff Mentoring & Development Program Program Information for Prospective Mentors Summer 2016 Cohort 1 ASU CSW Staff Mentoring & Development Program Program Information for Prospective Mentors Summer 2016 Cohort The ASU Commission on the Status of Women would like to thank you for your interest in the

More information

Leadership Communications Workshop. Future Leaders Day HNZ Conference 2013

Leadership Communications Workshop. Future Leaders Day HNZ Conference 2013 Leadership Communications Workshop Future Leaders Day HNZ Conference 2013 Defining Leadership Leading Different Personalities 4 Leadership Styles Avoiding Leadership Traps What Impacts Motivation? Managing

More information

Qualifying Period New Employee Feedback Form

Qualifying Period New Employee Feedback Form Qualifying Period New Employee Feedback Form Congratulations on being with Landpower Australia for three months. We ask that you complete the following survey which is intended to measure how you feel

More information

Mentor Program. Information and Registration Form

Mentor Program. Information and Registration Form Mentor Program Information and Registration Form Goulburn Murray Community Leadership Mentor Program Information and Registration Form 2 What is Mentoring? Mentoring is a mutually beneficial relationship

More information

One-on-One Template

One-on-One  Template One-on-One Email Template How to get your employees to buy into One-on-Ones: Use the cover letter provided to email to your employees to explain the process The Benefits of Regular One-on-Ones: One-on-Ones

More information

Workshop: Authentic bonding 17 June 2013

Workshop: Authentic bonding 17 June 2013 www.pwc.com Workshop: Authentic bonding Authentic bonding Starts before you join the firm Happens while you are on board Continues after you have left the firm Pre- & On-Boarding Coaching Off-Boarding

More information

UAB Performance Management 07/03/2018. Title Page 1

UAB Performance Management 07/03/2018. Title Page 1 UAB Performance Management 07/03/2018 Title Page 1 Performance Management at UAB 3 What is Performance Management? 3 Performance Management and Employee Engagement 4 UAB Success Model 5 Performance Management

More information

Consultant Social Worker: Secondment Opportunity

Consultant Social Worker: Secondment Opportunity Dear Candidate, Consultant Social Worker: Secondment Opportunity I am delighted that you are interested in learning more about the role of the Consultant Social Worker and the Frontline Programme. Frontline

More information

Board Development. Workbook

Board Development. Workbook Board Development Workbook This workbook is a step-by-step guide to board recruitment. It contains information and worksheets that walk you through the process and help you set recruiting goals, develop

More information