TABLE OF CONTENTS
Introduction: the “Why?” 1
The “What?” 1
Recurrence in History 2
The “Where” and “When” 3
The “Who” 3
Defining Roles 3
The “How?” 4
Stages of the Mentoring Process 4
A Working Model 5
Mentoring best practices 8
Appendix A 12
Appendix B 14
Figure 1: Stages of the Mentoring Process 4
Figure 2: The Mentoring Process: A Working Model 5
MENTORING IN THE WORKPLACE
- THE POWER OF THE TWO
Introduction: the “Why?”
Why bother with mentoring? Are two heads better than one? Is mentoring truly valuable as a tool in making the workplace more creative and efficient? This paper will explore these questions by looking at the what, where, when, who, and how of mentoring. What is the process? Is there a model? Does it work for major corporations and governments?
The evidence will then speak for itself as this paper unfolds to discover the true value of mentoring.
“Mentoring/Mentorship refers to a developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable - who can be referred to as a protégé, or apprentice – to develop in a specified capacity.”[i]
“Mentoring is a process for the informal transition of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development;; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protégé)” (Bozeman, Freeney, 2007).[ii]
The practice of mentoring seems to have far off origins: in ancient Greece young...