mentoring program handbook - california...2017/12/15 · if a mentoring pair can work through...

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

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

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

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

http://thequotes.in/tell-me-and-i-forget-teach-me-and-i-may-remember-involve-me-and-i-learn-benjamin-franklin/

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.

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

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:

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).

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.

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.

“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

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.

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.

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?

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 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


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


Minimum 15-20 hours per program cycle


Two 1-hour developmental meeting with mentor and participant to develop and finalize action plan


Any additional time needed to support participant

Minimum 5-10 hours per program cycle

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

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


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

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

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.

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.

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.

http://calhr.ca.gov/Documents/calhr-workforce-plan-2016-to-2021.pdf