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Mentoring Programs That Work Kindle Edition
Amazing Benefits, Unique Risks
A stellar mentor can change the trajectory of a career. And an enduring mentoring program can become an organization s most powerful talent development tool. But fixing a broken mentoring program or developing a new program from scratch requires a unique process, not a standard training methodology.
Over the course of her career, seasoned program development specialist Jenn Labin has encountered dozens of mentoring programs unable to stand the test of their organizations' natural talent cycles. These programs applied a training methodology to a nontraining solution and were ineffective at best and poorly designed at worst.
What's needed is a solid planning framework developed from hands-on experimentation. And you'll find it here. Mentoring Programs That Work is framed around Labin's AXLES model the first framework devoted to the unique challenges of a sustained learning process. This step-by-step approach will help you navigate the early phases of mentoring program alignment all the way through program launch and measurement.
Whether your goal is to recruit and retain Millennials or deepen organizational commitment, it's time to embrace mentoring as one of the most powerful tools of talent development. Mentoring Programs That Work will help your organization succeed by building mentoring programs that connect people and inspire learning transfer.
“Mentoring is not new, but many organizations fail to get the return on their investment of time, energy, and money when they put a mentoring program in place. Labin teaches companies how to design and implement a mentoring process that actually helps people learn, grow, and thrive at work. This book is a true road map for mentoring success.”
—Randy Hall, CEO, 4th Gear Consulting
“Labin provides a practical, systematic framework for the haphazard world of mentoring. If you want an effective tool for developing your people (and yourself!) read Mentoring Programs That Work.”
—Tricia Emerson, President, Emerson Human Capital Consulting
“This is a complete guide that addresses the critical elements for constructing a mentoring program that produces high-performing results. Labin writes with precision and clarity about how to design, plan, and execute a mentoring program that will work in the modern world we live in. The practical use of stories and real-world examples to illustrate key concepts keeps readers engaged and entertained.”
—Randy Emelo, Chief Strategist, River; Author, Modern Mentoring--This text refers to the paperback edition.
About the Author
- ASIN : B01N9X6BQP
- Publisher : Association for Talent Development (February 15, 2017)
- Publication date : February 15, 2017
- Language : English
- File size : 7566 KB
- Text-to-Speech : Enabled
- Screen Reader : Supported
- Enhanced typesetting : Enabled
- X-Ray : Not Enabled
- Word Wise : Enabled
- Print length : 172 pages
- Lending : Not Enabled
- Best Sellers Rank: #479,051 in Kindle Store (See Top 100 in Kindle Store)
- Customer Reviews:
About the author
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The model for designing and effective and sustainable model is called the AXLES model and the book describes each element of the model in detail. AXLES stands for align, experience, launch, effectiveness, and support. Each piece of the model will be briefly described.
In designing and executive a mentoring program, the first and most important consideration that will lead to the longevity of the program is whether it aligns with the goals and expectations of the stakeholders within the organization. It is therefore crucial to have stakeholders on the ground floor of the program design process. There needs to be agreement on what mentoring is, why it is important to the organization, the intended outcomes of the program, and what success looks like before further design can occur. These can then be summed up in a mentoring program purpose statement.
Once the foundational purposes of the mentoring program are established, the mentoring experience can be designed. Labin suggests that there are five design decisions that need to be made in designing the experience: designing the structure (e.g. one-on-one, reverse, group, mentor-led, or peer-led mentoring) , designing the schedule (e.g. time-limited based on the calendar, ongoing, or tied to a program cycle) , how mentors and mentees will be matched (e.g. self-selection, mentor selection, stakeholder selection) , how mentees will participate (i.e. how they enter the program, exit the program, and what is expected of them) , and how the mentors will participate (with the same criteria that applies to the mentees).
After this is complete, the launching phase can be considered. This element of the design considers how the program will initially launch, how it will continue to launch sustainably, and how to setup communications with stakeholders and participants before, during, and after the program launch. Labin gives detailed templates for deciding what stakeholders need, how the program will be communicated, and sample agendas of a launch event.
With the program designed and launched, it is time for the mentoring to occur. It is outside the scope of the book to describe good mentoring practices in any detail since the book is focused on programmatic design, but Labin gives a simple and useful explanation of how to use the New World Kirkpatrick Mode to evaluate the results of a mentoring program.
The last piece of the model is designing systems to support the participants. In this chapter, Labin gives detailed instructions on how to onboard new mentors within an organization and a framework for offering training. The resource materials in this chapter are particularly useful for setting up a mentoring program. There is a mentoring program welcome guide, a first meeting guide, mentor and mentee job descriptions, conversations starters, and ideas for mentor community gatherings. All of the resources are scalable and offer just the right number of specifics to guide the designer but not be overly prescriptive.
The AXLES Model for mentor program design is comprehensive while remaining approachable. The model can be used to design a budding program with a handful of participants or implemented in a large business. The book will not teach anyone how to be a good mentor, and that is not the point, but it does groundbreaking work in helping non-professional trainers design, implement, and evaluate a mentoring program that is setup for success.