writing reflection email

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Mentoring Program

Duyen Le

University of Nebraska at Kearney

BSAD 295-04

Professor Alyse Pflanz

April 11, 2021

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TO: The executive committee

FROM: Duyen Le

DATE: April 11, 2021

SUBJECT: Mentoring Program

This mentoring program aims to elevate the relationship between the mentors and the

mentees. However, the number of employees in need of mentoring exceeds that of mentors.

Therefore, a specific number of about 20 persons whose need for mentoring is essential for the

company's production shall be under consideration, and the scheduling will be at an appropriate

time for everyone. It shall create morale among the employees who feel overworked, thus yielding

high production for the company.

Benefit to mentors

The following visual is a presentation of how mentors benefit from mentoring programs.

Image 1: Benefits of mentoring

(Daily advisor, 2021)

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The mentors' knowledge or advice depends on the goal or a specific format of a mentoring

relationship. Mentors likely share information with mentees regarding their career path or provide

emotional support. The role of mentors changes when the wants of mentees changes. What is in

for the mentors is building relationships; basically, building trust must be an essential ingredient

for a successful mentoring relationship (Tjan, 2017). For this to be achievable, a mentor should

refine their rapport-building skills and learn to pay attention to all facets of how they conduct

communication. How they talk, their look is also part of creating a conductive or safe environment

for the mentees.

Mentors are also required to set expectations from the start of a formal mentoring

relationship. The expectations may include deciding when and where they meet and

communicating between meetings, and determining the relationship's length—refining these

leadership skills aid mentors in becoming more effective team leaders when chosen to manage

projects.

Reasons for motivation in helping lower-level employees

The motivation of employees is essential to an organization's success. The level of

commitment, energy, and drive that the company employees bring to the role daily helps

maximize profit output in any organization (Conrad et. al, 2015). Without these, companies are

likely to face low output levels and reduced productivity, and the company can fall short of

reaching its essential goals.

Measuring the success or failure of the mentoring efforts

Below is a picture demonstration of effective mentorship from Pinterest website.

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Image 2: Effective Mentorship

(Pinterest, 2021)

Mentoring is a situation where more experienced or knowledgeable individuals guide the

less experienced persons. The relationship of mentoring benefits both the mentors and the

mentees. The role of mentoring as an essential mode of development and learning is highly

accepted; this is quite evident since more research proves the efficacy of mentoring with positive

outcomes like retention, engagement levels, and improved skills (Gandhi and Johnson, 2016).

However, hesitation or resistance is also felt in more organizations regarding the investment of

informal mentoring programs or scaling up an already existing one. Reluctance being a failure in

mentoring efforts is because the generic data about mentoring is not always convincing, as

specific data tend to illustrate the success or effectiveness of mentoring within any given

organizational context. For determining or demonstrating the success or effectiveness of a

mentoring program to establish value effort of mentors involved and its credibility, the following

need to be considered:

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a) Pulse check: Observing duration or frequency is always insufficient to gauge success; it is,

therefore, essential to questioning participants to rate the ease of navigation through the program,

evaluate their comfort with the pace of the program, describe the challenges faced by mentees, and

also to rate the resources available for the program. It is achievable through conducting surveys

depending on the environment of the organization. As these happen mostly throughout mentoring,

qualitative and quantitative information gets captured. It helps understand the issues and aid in

problem-solving and course corrections.

b) The experience of mentors and mentees: it is essential to engross separately with mentees

and mentors to understand the program's ground success. The understanding creates a safe space where

mentees and mentors can give honest feedback while discussing the concerns (Johnson & Gandhi,

2015). The feedbacks can also provide success stories that can be shared across the organization.

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References

Daily Advisor (2021). Google.com.Redirect Notice. Retrieved 20 April 2021, from

https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F20

18%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-

2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&sourc

e=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABAD.

Gandhi, M., & Johnson, M. (2016). Creating more effective mentors: mentoring the mentor. AIDS

and Behavior, 20(2), 294-303.

Johnson, M. O., & Gandhi, M. (2015). A mentor training program improves mentoring

competency for researchers working with early-career investigators from underrepresented

backgrounds. Advances in Health Sciences Education, 20(3), 683-689.

Tjan, A. K. (2017). What the best mentors do. Harvard Business Review, 2(27), 17.

Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee motivation factors. International

Journal of Public Leadership.

Pinterest (2021). Google.com. Redirect Notice. Retrieved 20 April 2021, from

https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2

F141300507046771313%2F&psig=AOvVaw0UXjPsjUoVFi8MSm3VQPO1&ust=16189

99378821000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCIC7qO3IjPACFQAAA

AAdAAAAABAD.,