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Mentoring Program Handbook
If you want people to follow you, show them your map
CalHR | 2017
A Message from the Director
The California Department of Human Resources (CalHR) is proud to
launch the pilot of the Executive Leadership Preparation Program
(ELPP) in accordance with CalHR’s Strategic Plan 2014-2018 goal
number two: Team of Experts: “Make workforce planning an operational
norm.” The ELPP will assist us in modeling the way for state departments to equip
participants (mentees) with the knowledge, skills, and competencies that will enable
them to become qualified competitors for future CalHR executive leadership positions.
There are many components to the ELPP, but one of the key components is the
mentoring program.
Implementing a mentorship program encourages employees to create and foster
effective working relationships. This program can help CalHR retain a dedicated
workforce while increasing professional and leadership development. A mentor can
help provide employees with professional growth opportunities so that they can
contribute to accomplishing CalHR’s goals.
CalHR will benefit with the development of employees who are geared towards
accomplishing the department’s mission. The program will increase employee
satisfaction and engagement, improve work performance, transfer knowledge, and
foster a supportive work environment.
I am honored to be a part of an organization that has an impact on all state departments
that encourages collaboration, diversity, excellence/quality, integrity, and leadership.
Thank you to the mentors as well as those employees investing in not only their future,
but the future of this organization.
Sincerely,
Richard Gillihan
Table of Contents
Introduction
Key Terms………………………………………………………………………………………… 1
Goals………………………………………………………………………………………… 1
Core Values…………………………………………………………………………………… 2
Benefits of Mentoring …………………………………………………………………………… 3
Characteristics of Successful Mentoring Relationships……………………………………… 4
Requirements for Participation………………………………………………………………… 5
Roles and Responsibilities……………………………………………………………………… 6
Mentor
What is a Mentor ………………………………………………………………………………… 9
Getting Started as a Mentor …………………………………………………………………… 10
Discussion ………………………………………………………………………………………… 11
Mentee
Tips for the Mentee ………………………………………………………………………… 13
Discussion………………………………………………………………………………………… 13
Supplement Documents – Also available on SharePoint
ELPP: Participant, Mentor, and Manager Expectations…………………………………… 14
Mentoring, Coaching, and Managing…………………………………………………………. 15
Mentoring Program Agreement ………………………………………………………………… 16
Career Development Plan Worksheet…………………………………………………………. 17
Personal Action Plan…………………………………………………………………………….. 18
Personal Action Plan-Role at CalHR…………………………………………………………… 19
References and Resources…………………………….………………………………………20
Page 1
Introduction
The California Department of Human Resources (CalHR) created the Mentorship Model
(Model) to provide guidance and tools to organizations interested in developing a
mentorship program. CalHR is now applying that model and has developed their own
internal mentorship program. Mentorship is an employee development strategy. A
strong mentoring relationship occurs organically. However, there are numerous
challenges that may get in the way of an opportunity to establish a mentorship.
Implementing a mentorship program encourages employees to create and foster
effective working relationships.
Key Terms
The following key terms are used in the Model:
Mentorship: Relationship with the goal of professional and personal development.
Informal Mentorship Program: Loosely structured program, with little to no participant selection criteria. Initiatives and development activities are often open to all employees.
Formal Mentorship Program: Structured program with formal participant selection criteria and focused pre and post evaluation methods.
Mentor: Experienced individual willing to share knowledge, advice, and insight. Mentors may be formally selected based on set criteria, or informally invited to fulfill a mentor role for the purposes of an activity, event or brief time period. Mentee: Individual who agrees to be advised, trained, or counseled by a mentor. Mentees may be formally selected based on set criteria, or the term may loosely apply to a larger audience.
Goals…
Provide a program employees will find useful to connect the importance of
institutional knowledge and experience with professional development
Retain highly qualified and experienced employees
Create a culture of learning, sharing, and networking within the CalHR and state
government
Guide CalHR employees in achieving their career goals
Develop mentees into future mentors
Page 2
Core Values…
Collaboration
o We value partnerships. We foster the public’s trust through open
communication and work in a cooperative, respectful, and courteous
manner.
Customer Service
o We acknowledge our stakeholders as customers, listen to them, and take
their needs into account.
Diversity
o We value and support the power and creativity brought about by a diverse
workforce, inclusive of all individuals and reflective of the state we serve.
Excellence/Quality
o We have a passion for quality and strive for continuous improvement of
our programs, services, and processes through employee empowerment
and professional development.
Integrity
o We are committed to honesty, ethical conduct, and responsibility.
Leadership
o We strive to set the standard for professional regulation by creating,
communicating, and implementing inspirational guidance.
“It’s not hard to make decisions
when you know what your
values are.” – Roy Disney
Page 3
Benefits of Mentoring
Benefits to Mentees
Enables smoother transition into the workforce
Further professional development
Increase the capacity to translate values and strategies into productive actions
Support ongoing formal study and/or training and development activities
Gain career development opportunities
Develop new and/or different perspectives
Demonstrate strengths and explore potential
Expand career networks
Benefits to Mentors
Renew enthusiasm for leadership roles
Obtain a greater knowledge of barriers experienced at lower levels of the organization
Enhance skills in coaching, counseling, listening, and modeling
Develop and practice a more personal style of leadership
Demonstrate expertise and knowledge sharing
Potential to increase generational awareness
Page 4
Benefits to CalHR
Support succession planning through transferring knowledge.
Build bench strength.
Develop a pipeline of future leaders.
Encourage a global perspective.
Strengthen appreciation for diversity.
Increase employee engagement and
productivity.
Promote a culture of growth and support.
Foster trust, respect, and openness.
Characteristics of Successful Mentoring Relationships
If a mentoring pair can work through conflicts by valuing diversity, the richness of their
different viewpoints, background, and experience, then they can learn a great deal more
from each other, precisely because they are not thinking the same way. Seen from this
perspective, difference can be a strength, not a weakness of any relationship. A
successful mentoring relationship will lead to increased confidence in abilities, improved
job-specific knowledge, skills and
abilities, and improved performance
of division/program area.
Page 5
Requirements for Participation
Mentor Requirements
Strong interpersonal skills
Knowledge about the organization
and their professional field
Technical competency
Strong leadership skills
Confidence
Resourcefulness
Ability to maintain confidentiality
Willingness to be supportive and
patient
Ability to be a positive role model
Mentee Requirements
Open to feedback and coaching
Ability to maintain confidentiality
Awareness of developmental goals
Ability to assess and maintain appropriate boundaries
Organized and honor time commitments
Support program improvements
Page 6
Roles and Responsibilities
Mentor
The mentor’s role entails
Be a positive role model. Demonstrate the highest level of professionalism and
interpersonal skills. Foster trust, respect, and openness.
Guide without giving advice. Guide the mentee toward his/her goals using
established techniques and a thought-provoking and creative process rather than
giving advice.
Be open to reciprocal learning. Make mentoring a mutually beneficial experience
by recognizing that your mentee brings a wealth of unique knowledge and
experiences.
Be engaged. Actively listen, question and offer productive feedback. Identify
underlying messages and take the time to fully understand what your mentee is
communicating before formulating responses.
Be supportive. Fully support your mentee’s professional development and
provide encouragement and guidance.
Be patient. Demonstrate patience throughout your mentee’s self-discovery
process as your mentee may require significant assistance while exploring career
directions.
Honor commitments. Honor the time and goal commitments of the mentorship
program and those you develop with your mentee.
Maintain confidentiality. Respect the mentorship relationship by keeping private
any personal or sensitive topics your mentee shares with you. Maintain your
reporting responsibility in cases of bullying, harassment, discrimination, or other
reportable situations.
Support continuous program improvement. Evaluate the mentorship program and
your experience as a mentor as honestly as possible. Share ideas for improving
the mentorship program with Human Resources.
Mentee
The mentee is responsible for driving the mentoring relationship, which entails
Be active. Take full advantage of the mentoring experience by being active and
engaged in the experience. Avoid being a passive listener by asking questions
and sharing your own experiences and knowledge with your mentor.
Be Prepared. Optimize results of your mentor session by preparing for each
session beforehand. Understand your goals for each session. Reflect on the
following types of questions:
Page 7
o What have I accomplished since our last session?
o What did I not get done, but intended to? What got in the way? What
could I have done differently?
o What challenges and problems am I facing now?
o What opportunities are available to me right now?
o What support do I want from my mentor during this meeting?
Establish developmental goals. Assess your current situation and think about
short and long term professional goals. Your mentor may assist in helping you
explore and define your goals.
Find the right fit. Reflect on what characteristics and knowledge are personally
important to you in a mentorship. Gain deeper insight into the compatibility of the
mentorship through asking additional probing questions to your mentor, such as:
o What can you, as a mentor, bring to a mentoring relationship?
o What positions have you held in the past?
o Which organizations or organizations within the government have you
worked for?
o What parts of your education have contributed to your career choices?
o How much time do you anticipate being able to spend working with me?
Be open to feedback and coaching. Expect continuous feedback and coaching
from your mentor related to your professional growth and goals. The opportunity
to receive confidential one-to-one guidance, feedback, and coaching can support
the achievement of professional goals. Use regular feedback to help transfer
newly acquired knowledge and skills to the workplace.
Assess your own boundaries. Remember mentors are not expected to have
definitive answers or be available 24/7. Try to imagine yourself in your mentor’s
place before making additional requests or changes. Assess your own
boundaries and avoid unhealthy dependencies.
Honor commitments. Honor the time and goal commitments of the mentorship
program and those you develop with your mentor.
Maintain confidentiality. Respect the mentorship relationship by keeping private
any personal or sensitive topics that may arise in your conversations with your
mentor.
Support continuous program improvement. Evaluate the mentorship program and
your experience as a mentee as honestly as possible. Share ideas for improving
the mentorship program with the mentorship program owner(s).
Page 8
Supervisor
The supervisor’s role entails
Develop mentorship program strategies.
Implement action plans in own operational area.
Support program goals through encouraging employee participation and/or
actively participating as a mentor or mentee in the mentorship program.
Provide program feedback.
Human Resources
Human Resources’ role entails
Provide necessary workforce data.
Partner with Frontline Supervisors and Mentorship Program Manager to identify
training needs and help develop solutions.
Offer input and expertise about human resource processes.
Page 9
Mentor
What is a Mentor?
An experienced individual willing to share knowledge, advice and insight. Mentors may
be formally selected based on set criteria, or informally invited to fulfill a mentor role for
the purposes of an activity, event or brief time period.
Six roles of a mentor
Guide: The mentor guides the mentee by providing specialized knowledge that leads
the mentee through skill enhancement and development. The mentor listens actively to
the mentee to demonstrate respect and encourages the mentee to develop problem-
solving skills by having the mentee demonstrate how she or he would attempt to solve
the problem. The mentor offers guidance by demonstrating or sharing an approach to
solve the problem.
Motivator: The mentor will motivate the mentee through encouragement and support.
Sponsor: As a sponsor, the mentor may present and create opportunities to assist the
mentee with developing networks and establishing resources. This can be done by
making recommendations of relevant resources and introducing the mentee to the
knowledge required within their department as well as introducing the mentee to other
CalHR employees, as appropriate.
Coach: the mentor provides positive and constructive feedback. Positive feedback
increases self-esteem and provides a sense of accomplishment. It is important that
feedback be frequent and directly linked to an observation made by the mentor.
Advisor: The mentor advises and assists with setting realistic career goals that have a
reasonable time frame and relevant outcome based on the mentee’s promotional
pattern interest.
Role Model: The mentor acts as a role model for the mentee by demonstrating
behaviors that can be emulated by the mentee. The mentee’s sessions should be kept
confidential, to ensure trust and communication. The mentor displays interactions with
others, advises how to handle certain situations, and provides an example of values,
ethics and professional practices considered important for self-development.
Page 10
“The actions of a leader are often inseparable from the person themselves – what works for one person in a given situation may not work for everyone else.”
– Richard Gillihan, Director
Department of Human Resources
Getting started as a Mentor
Focus on getting to know each other at the
beginning of the mentoring relationship. This will
help establish the foundation for your working
relationship.
The kick-off meeting will be the first time you will
meet with your mentee in your mentor roles spend
some time getting to know each other and discuss
scheduling your first mentoring meeting.
First meeting steps
Establish expectations
Discuss roles and responsibilities, frequency of meetings and communication
styles and boundaries
Define confidentiality
Identify additional terms
Sign and date agreement
Help assess current situations
Define future career plans
Identify actionable steps to fulfill goals
Tips on being a Good Mentor
There is no specific “correct” way to be a good mentor. Every mentoring relationship is
different, and the goals and expectations will vary depending on the individuals.
Here are tips to help guide you
Be yourself
Listen to your mentee and then share your knowledge that relates to his/her
wants and needs
Learn what is important to your mentee by asking questions
Understand his/her expectations
Focus on your mentoring approach to meet the needs of your mentee. If your
mentee is not clear on his/her career goals, assist in exploring options and
developing a career path. Encourage him/her to make a plan, put it into action,
and follow through
If your mentee needs help with self-confidence, then that could be an area that
you assist in developing
Page 11
Reflect on your experiences. Were there mentors that helped develop your
career? If so, what methods did they use, and were they successful?
Understand that good relations take time to develop
Ask powerful questions and provide insight, if needed
Be empathic to any issues that your mentee may be addressing, but stay neutral
and do not get caught up in the issues
Understand your own personal vision and goals
Maintain and respect privacy, honesty, and integrity
Ask the mentee to express thoughts, ideas, and concerns
Remember to be positive
Discussion
Questions to ask
What is your
professional/academic
background?
Do you have someone you admire
and/or look up to? How has
he/she influenced you?
What do you do to mitigate
burnout?
What do you love most about your job? Least?
What are your future career goals?
Activities to engage in
Share career stories. How careers started, changes made along the way, high
and low points. What experiences were helpful?
Discuss mentee's personal vision: What would the mentee like to be
remembered for in the next few years?
Talk about topics not pertaining to work such as current events, family history,
hobbies or entertainment.
Discuss mentee’s strengths and how to enhance growth. The mentee should
find information from personal observations, comments in performance reviews,
informal feedback from supervisors or coworkers (by email, for example),
educational grade(s). What do people say the mentee does best? Feel free to
add your own observations.
Page 12
Discuss mentee's growth areas and tentative plans for working on them.
Discuss how feedback will be given and received and anything the mentee
would like to avoid doing.
Have the mentee describe a perfect week including what the mentee does,
lives, and how people talk about them. Discuss these discoveries with your
mentee and what can be learned/applied from them.
Identify/refine one to three objectives to work on together -- preferably skills
pertaining to growth areas and leveraging strengths.
Consider choosing a book or article to read together, or that the mentee can
read independently, that is related to the mentee’s developmental goals.
Discuss the book together and brainstorm ways the mentee can apply the
information.
Discuss any generational differences that may come into play in the workplace.
Review and discuss mentee’s resume or a written work assignment.
Discuss an inspirational quote and brainstorm ways the mentee can apply the
quote. Discuss any cultural values that each of you hold onto. Has culture come
into play at all in adjusting to the work setting?
Discuss some of the "unwritten rules" each of you had observed or learned
about what success looks like in your organization. How has this differed from
other organizations? What other lessons have been learned?
Communicate what you have appreciated about your mentoring relationship with
one another and about the mentoring program.
Have the mentee research a career path of interest within the organization.
Provide feedback and act as a sounding board for the mentee.
Discuss your learning styles and preferences.
Each of you discuss how competitors or critics describe you and what you can
learn from their perspective.
Discuss a role model that has been influential in each of your lives. How has
s/he impacted your decisions or beliefs?
Have the mentee research learning opportunities (training courses, books, on-
the-job activities) and align discussion based on the mentee’s developmental
goals.
Have the mentee identify risks, difficulties or stress he/she is facing in the next
few months (deadline, conflicts was premises, fears, etc.), and plan ways to
minimize the impact of these stressors.
Discuss balancing work and life.
Discuss a situation of interpersonal conflict the mentee experienced and what
was learned from the situation.
Page 13
Mentee
“A boss has the title. The leader has the people.” – Simon Sinek
Tips for the Mentee
It is a common misconception that the mentor provides
advice and tells the mentee what to do. Actually, the
mentee is an active participant, and defines the needed
knowledge, skills, and abilities. It is essential that the mentee has a clear understanding
of the goals and expectations so the mentor can assist the mentee with meeting them.
In setting and defining these goals, it will help the mentoring relationship to stay on
course.
To ensure success the mentee must
Set out to achieve new skills and knowledge
Seek guidance and advice for professional development
Accept responsibility for decisions and actions
Maintain trust and respect
Attend all scheduled meetings
Establish goals, objectives, and milestones required to achieve them
Identify training to help meet goals
Discussion
Questions to ask
What should I do to better prepare for a successful transition to this field?
What is your teaching/counseling philosophy?
For supplemental learning, what books do you recommend?
What are your expectations of me as a mentee?
What does your typical day look like?
If you could go back in time and give yourself advice, what would that be?
Page 14
ELPP: Participant, Mentor, and Manager Expectations
Participant (Mentee) Mentor Participant’s Manager
Expectations
Participate in assessment and developmental activities to strengthen leadership competencies for future executive leadership opportunities. Seek guidance and constructive feedback on their professional development and career goals.
Be active
Be prepared
Establish developmental goals
Be open to feedback and coaching
Assess your own boundaries
Honor commitments Maintain confidentiality
Assist in strengthening a participant’s leadership competencies. Teach, guide and help shape the professional growth and learning of the participant and to serve as a positive role model.
Be a positive role model
Guide without giving advice
Be open to reciprocal learning
Be engaged
Be supportive
Be patient
Honor commitments Maintain confidentiality
Assist in the development of a participant’s leadership competencies. Focus on performance, merit, and development of participant.
Help establish developmental goals
Support program goals through encouraging employee participation
Be a positive role model
Be engaged
Be supportive Be patient
Time Commitment
Estimated 6 to 10 hours to complete assessment activities
Four hours SMART goals training
One hour meeting with manager and mentor to finalize development plan
Monthly one hour meetings with mentor
Two 8-hour full day off-site workshops
As much work as required to accomplish developmental goal(s) and improve leadership competencies via 360° evaluation results
1.5 hours kick-off meeting
Minimum 50 hours per program cycle
Four hours SMART goals training
One hour developmental meeting with manager and participant
Minimum one hour per month to coach participant on development goals
One hour Expectations meeting with Director
1.5 hours orientation
1.5 hours kick-off meeting
Minimum 15-20 hours per program cycle
Four hours SMART goals training
Two 1-hour developmental meeting with mentor and participant to develop and finalize action plan
1.5 hours kick-off meeting
Any additional time needed to support participant
Minimum 5-10 hours per program cycle
Page 15
Mentoring, Coaching, and Managing
Mentoring Coaching Managing Career and personal development Job focused (job related skills) Job and development focused
Focus on mentee’s potential and performance
Focus on performance Focus on performance and merit
Mentor is usually more experienced/qualified
Coach does not need to have direct experience
Manager does not need to have direct experience
Agenda is often set by the mentee Agenda focused on achieving specific goals
Agenda is focused on achieving unit goal
Deep involvement (reciprocal relationship)
Not such a deep involvement Varies
Mentoring is a working relational experience through which one person empowers and enables another by sharing their wisdom and resources
Coaching is a process that enables learning and development to occur and thus performance to improve
The job of overseeing the work of others
Imparting wisdom to less experienced individuals
Strengthen the client’s wisdom, thought processes, and directed action toward the future, based on the client’s self-identified agenda
Achieving specific organizational results through their direct reports
Improving skills in translating values and strategies into productive actions and taking an active interest in the development of the individual
Challenge and stimulate critical thinking and new ways of being, thinking, and acting, often resulting in new behaviors applicable to the individual’s whole life
Direct and support their subordinates and develop them through performance feedback where coaching skills may be used
Page 16
Mentoring Program Agreement
This document serves as an agreement between [Insert Mentor’s Name] and [Insert
Mentee Name] that appropriate mentoring will take place over the next [Insert Number
of Months] months. Both parties agree to fulfill the roles of the mentor and mentee,
and uphold to the following terms and conditions.
The mentor and mentee identified in the Mentoring Agreement mutually agree to adhere
to the following responsibilities:
The mentor and mentee identified in the Mentoring Agreement mutually agree to adhere
to the following confidentiality terms:
Respect the mentorship relationship by keeping private any personal or sensitive
topics shared by mentor or mentee
Maintain reporting responsibility in cases of bullying, harassment, discrimination,
or other reportable situations
Mentor Signature: Date:
Mentee Signature: Date:
Note: Please submit this to HR after your first mentoring meeting.
Mentor’s Responsibilities
Be a positive role model
Guide without giving advice
Be open to reciprocal learning
Be engaged
Be supportive
Be patient
Honor commitments
Maintain confidentiality
Support continuous program
improvement
Mentee’s Responsibility
Be active
Be prepared
Establish developmental goals
Be open to feedback and coaching
Assess your own boundaries
Be proactive in accomplishing goals
and objectives
Honor commitments
Maintain confidentiality
Support continuous program
improvement
Page 17
Career Development Plan Worksheet
Areas of development mentee would like to model and practice:
Elements of the mentee’s development plan to be worked on:
Month Date Objectives/Goals Developmental Needs
Month 1 (example)
Jan. 1 Identify top three short-term and long term goals
Identify professional strengths and opportunities for growth
Review completed Career Assessment Questionnaire Mentor and Mentee: Take the Jung Typology Test and discuss individual results together
Month 2
Month 3
Month 4
Short-term Goals (Time length):
Long-term Goals (Time length):
Section 1: Goals and Objectives
Section 1: Month-to-Month Action Plan
Page 18
Personal Action Plan
Based on:
Your LPI results
Your coaching session
Leadership Development in-class conversations
Your personal assessment of (dept. or agency) Leadership Competencies
Use the chart below to create a Personal Action Plan
My leadership development goal is:
________________________________________________________________________________
What action steps will I take to be a
better leader?
What is my
time frame?
How will I measure my
success?
How will I celebrate my
accomplishment?
Items to consider with your mentor:
1) Action – What you did. What you are still planning to do. How it went. How people reacted.
2) Reflection – What you learned. 3) Question – Given the challenges you are still facing, any question(s) you might have
for your mentor to assist you in moving forward.
Page 19
Personal Action Plan-Role at CalHR
Issues that I commit to
working on over the
next 3 to 6 months –
Example: A strategic
goal, a team goal, a
personal goal, or
resolving a long-
standing issue
Management/Leadership
Strengths Needed
Measure
of
Success
What input or
support do
you
need/from
whom?
What input
or support
do they need
from me?
Timeframe
to
Complete
1.
2.
3.
Page 20
References and Resources
The following resources were used in the development of the CalHR Mentorship Model:
California Department of Human Resources, 2016 Workforce Plan 2016-2021.
http://calhr.ca.gov/Documents/calhr-workforce-plan-2016-to-2021.pdf
California State Board of Equalization, 2015 Mentoring Program Handbook.
California State Compensation Insurance Fund, 2012 Emerging Leader Mentoring
Program.
California Franchise Tax Board, 2012 Executive Assessment and Development
Program.
California Department of Human Resources, Statewide Workforce Planning and
Recruitment, 2017 CalHR Mentorship Model.
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