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Technology Leadership

Mentoring

Definition of Mentoring

Effective leaders help assess and build the capabilities of people through mentoring. Mentors help people explore and take ownership of their professional development and career path. Mentors provide sponsorship and opportunity to support the growth of employees.

Professional: Leader of team and new to mentoring. Provides mentoring based on their own people skills, methods, and techniques to assist others in improving performance and professional development. Able to train and coach others in their key areas and into team participants. Provides suggestions and mentoring using tactful, but honest assessment/feedback. Can be mentored and take suggestions for improvements themselves.

Senior Professional: Leadership of departments and/or multiple individuals including professional employees, who may themselves be leading others. Provides mentoring techniques to encourage self-motivation and self-direction within the organization. Practices and models mentoring techniques to encourage development amongst direct reports and those reporting to them. Sees potential in employees and mentors them on ways to achieve that potential.

Principal: Leads complex organizations including employees at many levels. Provides mentoring opportunities through sponsorship methods and techniques to demonstrate and improve self-motivation and self-direction within the organization. Demonstrates and mentors to lead with vision, encouragement, and motivational techniques and practices. Shows seasoned ability to mentor and influence others in making strategic decisions, encouraging innovation, and becoming a mentor themselves within the organization.

How to Develop Mentoring

University Courses:

· Bachelor’s/master’s in Business Management
· HRM 391/401 - Organizational Effectiveness
· HRM 402 - Human Resource Management
· HRM 412 - Compensation, Benefits, and Performance Management
· MIL S 420 - Developing Adaptive Leaders
· MBA 546 - Human Resource Management Skills
· MBA 548 - Strategic Human Resource Management
· EMBA 545 - Human Resource Management

Training/Other Courses:

· Professional in Human Resources (PHR)

· Human Resource Management Professional (HRMP)

· Certified Performance Management Professional - Online Course: https://www.performancemagazine.org/online-performance-management-course/

· Performance Management Certification - Brainmeasures: https://www.brainmeasures.com/courses/online/311/performance-management-certification.aspx

· Stanford Technical Leadership Program (STLP): https://itcommunity.stanford.edu/programs/leadership/stlp

· iCoach1st - https://www.icoachfirst.com/

Professional Associations/Certifications:

· Professional in Human Resources (PHR)

· Human Resource Management Professional (HRMP)

· Certified Performance Management Professional - The KPI Institute

Books/Publications:

· The Essential HR Handbook - Barbara Mitchell and Sharon Armstrong

· HR on Purpose: Developing Deliberate People Passion - Steve Brown

· Introduction to Human Resource Management - John Stredwick

· First, Break All the Rules - Marcus Buckingham

· Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead - Laszlo Bock

· The HR Scorecard: Linking People, Strategy, and Performance - Brian Becker, Dave Ulrich, and Mark A. Huselid

· Performance Management: Changing Behavior that Drives Organizational Effectiveness - Aubrey C. Daniels

· Performance Management - Herman Aguinis

· Next Generation Performance Management: The Triumph of Science Over Myth and Superstition - Alan L. Colquitt

· Performance Appraisal and Management - Kevin R. Murphey

· How Performance Management is Killing Performance – and What to Do About It - M. Tamra Chandler

· HBR Guide to Performance Management - Harvard Business Review

· How to Win Friends and Influence People - Dale Carnegie

· How to Win Friends and Influence People in the Digital Age - Dale Carnegie

· Performance Management Systems and Strategies - Dipak Kumar Bhattacharyya

· Strategic Performance Management - Bernard Marr

· Performance Management: A New Approach for Driving Business Results - Elaine D. Pulakos

Experiences:

· Study federal and state human resource regulations and discuss with your supervisor or HR representative.

· Meet with your organizations HR representative to help better understand how HR rules and regulations are being applied in your workplace. Pay attention to how your own management practices and ensures alignment. Discuss any insights or learnings with your supervisor.

· Understand S.M.A.R.T goal setting and practice creating personal goals that are Specific, Measurable, Achievable, Relevant, and Timely.

· Study the vision, mission, and strategy of your organization and participate with your supervisor in setting S.M.A.R.T goals that are in alignment with it. Review performance toward these goals regularly with your supervisor.

· Participate with your direct reports in goal setting exercises using these same principles.

· Counsel together with your supervisor and put into practice techniques or strategies that you have learned as it pertains to your own performance management.

How to Demonstrate Mentoring

DO: Describe what you did in completing/achieving your development plan

· Give specifics about the books you read, the courses you took, and the concepts you actively sought to learn and improve. Why did you choose these resources?

ASSESS: Share, if applicable, any assessments that were taken/provided related to your activities

· Share examples of feedback from those you lead who have noticed positive changes in your performance management style.

· Share and discuss with the CDC or your supervisor the results of the assessments you took as a part of formal training courses or books read, focusing on improvements in specific areas.

LEARN: Explain what you felt that you were able to learn during your journey/experiences

· What new things did you learn that really impressed you that you would like to incorporate into the way you manage performance for your direct reports?

· What written goals and plans have you determined to pursue to change your specific human resource management practices and interactions?

APPLY: Give specifics examples where you have/plan to make direct application to your work

· Describe what you are specifically doing differently in your efforts to manage and motivate the performance of those you lead or supervise.

· Describe how this has affected your relationships with those that you manage.

· Describe how this has made you a better/more effective manager/leader.

REFLECT: Review/consider things you would have done differently had you had this experience earlier

· After putting into practice these new skills, what other skills do you feel would help you improve even further?

· How can the things you have learned and put into practice be shared with those that you are leading/mentoring? What is the best/most effective way to do this?