Proprietary Roundtable

Transcription

1 Proprietary Roundtable Mentorship and Business Enhancements Presented by: Amynah Mithani, DeVry University Robert Boggs, Ed.D., Corinthian Colleges Inc. Wednesday, April 2, :15 AM 10:15 AM Room 406 Session ID 1908

2 Session Rules of Etiquette Please silence your cell phone/pager Please complete the session evaluation using the AACRAO mobile app or the paper form in your registration packet, drop boxes are available throughout the convention center. If you must leave the session early, please do so as discreetly as possible Please avoid side conversation during the session Thank you for your cooperation!

3 Learning Outcomes of this session: Define Mentorship Difference Coaching & Mentoring Mentorship Closing the Gap Mentorship Benefits to Mentors, Mentees, and the Organizations

4 What is Mentoring? layer_embedded&v=8qixgzqhkim

5 What is Mentoring? Mentoring is. Mentoring is not. Development Tool Knowledge Sharing Opportunity Culture Enhancer Guarantee of Promotion Replacement for Formal Development Management Replacement Colleague Assistant Program

6 "Mentoring is a powerful personal development and empowerment tool designed to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be." Eric Parsloe, The Oxford School of Coaching & Mentoring

7 Coaching and Mentoring: Different goals, different methods Coaching An employee serving as the "coach" assists another colleague known as the protégé in order to improve their job performance. Often the purpose is to work with the protégé toward the goal of climbing the ladder of success and get ahead (Weinberger, 2012). Mentoring Mentoring, is far more personal and friendship-based, offering nonjudgmental support as a positive role model and focusing on a mentee s longer term personal development. The mentor makes suggestions. The relationship is neither formally evaluated nor connected to job advancement but rather to personal improvement (Weinberger, 2012).

8 Coaching and Mentoring: Different goals, different methods GOALS INITIATIVE VOLUNTEERISM FOCUS COACHING Improve job performance or skills Coach directs learning Protégé agrees to accept coaching; may not be voluntary Immediate problems & learning opportunities MENTORING Support and guide personal career growth Mentee is in charge of learning Both mentor and mentee are volunteers Longer term personal development ROLE Focus on telling with appropriate feedback Focus on listening, behavioral role model, making suggestions and connections DURATION Short term needs; as needed Longer term

9 Benefits to Mentor Drives self-awareness Expands the mentor s professional network Improves leadership skills Increases awareness of available talent Increases visibility throughout the organization Self learning through mentorship Benefits to Mentee Accelerates development Enhances self-esteem and confidence when interacting with leaders and colleagues Expands the colleague s professional network Increases job satisfaction and effectiveness Increases perspective and knowledge of difference functions

10 Benefits to Organization (Different Generations) Traditionalists Baby Boomers Gen X Gen Y - Millennium Loyal Fiscally Conservative Disciplined Change Adverse Individual Personal Interaction Workaholics Work Efficiently Desire Quality Question Authority Competitive Personal Interaction Eliminate the task Self-reliance Structured Direction Skeptical Direct Innovative Entrepreneur Multitasking Goal oriented Digitized Electronics Motivated Quick response Realistic Globally Concerned Message of Motivation Your experience is respected Message of Motivation You are valued You are needed Message of Motivation Do it your way Forget the rules Message of Motivation You will work with other bright, creative people Born Prior to 1946 Born Born Born

11 Benefits to Organization (Different Generations) Millennials/Gen X By 2014, especially people born between 1977 and 1997 will account for nearly half of the employees in the world. Millennials Young workers; reputation for being attention sponges. Millennials High expectations of their employers Millennials High achievers; overachieving academically; But need road map to success. Mentoring addresses all four generations (Meister & Willyerd, 2010)

12 Benefits to Organization Employee growth and engagement Trained and engaged employees Lessons learned Addressing generational gaps Decreased turnover Employee s moral Loyalty Increased productivity Succession planning Company s long-term survival Prepare next generation company leaders Allow internal growth Change management Adjusting to new role Overcoming frustration

13 Hay Group s Research Report Tomorrow s People Research Report: 70% recognized they need to do things differently to compete effectively for the people they need in the future. 61% say their organizations believe that talent management will be integral part to their survival. 70% feel they need to change their approach. Critical to Address: Supply and Demand From Today to Tomorrow Focus to Diversity Potential to potential for what?

14 Principles to Remember (Gallo, 2011) Do: o o o Build a cadre of people you can turn to for advice when you need it. Nurture relationships with people whose perspectives you respect. Think of mentoring as both a long-term and short-term arrangement. Don t: o o o Assume that because you are successful or experienced in your field that you don t need a mentor. Rely on one person to help guide you in your career. Expect to receive mentoring without providing anything in return

15 Where to Start? Senior management Support Use Existing Tools IDP (Individual Development Plan) Formal mentorship vs. informal Self-assessment: Individual desire to succeed Process improvement or re-evaluation

16 Famous Quote: Tell me and I forget, teach me and I may remember, involve me and I learn. Benjamin Franklin

17 Thank You! Amynah Mithani Registrar DeVry University Houston Metro (713) direct Robert Boggs, Ed.D Senior Director Academic Services Corinthian Colleges, Inc. (714) direct (800) efax. Please complete the session evaluation using the AACRAO mobile app or the paper form provided in your registration packet. Session ID 1908

18 Reference: Gallo, A. (2011, February 01). Four myths about mentoring. Harward Business Review, Retrieved from Meister, J. & Willyerd, K. (2010, May). Mentoring millennials. Harward Business Review, Retrieved from content/uploads/2010/05/hbr-on- Mentoring-Millenials.pdf Shikari, A. (2011). mentoring for 2020 workplaces. (cover story). Human Capital, 15(7), Travis, E. (2011). Retrieved from Weinberger, S. (2012, October 22). Employee mentoring and coaching: What is the difference?. Retrieved from Training/Employee-Manager-Training/zn-Employee-mentoring-coaching-difference