By Margo Murray
Many managers think that powerful mentoring is ordinarily the fortunate results of own chemistry among humans. yet during this booklet, writer Margo Murray lays that fantasy to relaxation. Her consultant can provide the entire professional recommendation, instruments, and case stories you will have to harness the ability of mentoring. development at the sturdy rules defined within the first ebook, this revised version provides examples of mentoring from contemporary courses and the author's purchaser event. it's also foreign examples. It finds how mentoring can maximize worker productiveness and offers details on the right way to investigate organizational wishes and hyperlink them to the mentoring method. contains all of the info had to evaluation the effectiveness of a mentoring application.
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Additional info for Beyond the Myths and Magic of Mentoring: How to Facilitate an Effective Mentoring Process, Revised Edition
Golf Earl Woods fills the double role of mentor and parent, passing on both professional and life skills and learning in the process. “I want to emphasize . . Murray 2/5/01 11:35 AM Page 19 MENTORING AT WORK IN ORGANIZATIONS 19 his protégé and son]; it was just an opportunity for me to give him something I had never given anybody else . . my time, effort, and attention. I always encouraged Tiger to question what I was saying and, if he found me in error, to let me know so I could learn, too” (Woods, 1997).
Unfortunately, many organizations do not have good data on the costs of formal training, making comparison of costs impossible. We designed a process for the credit card service representatives in a bank that resulted in reducing the training time from twenty days for all new hires to an average of fourteen days. The 25 percent savings was attributed to a learning process that included modules for individual study and frequent coaching and feedback with a mentor. Mentor, a program developed within one of the Big Three automakers in Warren, Michigan, has succeeded in reducing the training orientation for novice engineering analysts by 87 percent.
Examples of the successes and difficulties with mentoring in industry, government, health care, nonprofit organizations, and education are cited throughout this and the remaining chapters. These examples eloquently attest to the fact that any organization—be it a large corporation or a small volunteer agency—must be aware of the positive and negative aspects of facilitated mentoring. It must be able to weigh the pros and cons and be willing to take the risks. Otherwise, such a program will never get off the ground, and if it does, it will likely be short-lived.