This online Mentoring for Mentors course helps people to clarify their own thoughts on the process and develop a model of mentoring that suits their specific context. The course also provides opportunities to tune up the necessary interpersonal skills that are essential for successful mentoring.
99 in stock
Refreshed in accordance with your company guidelines, local and national authoritative guidelines and any regulatory requirements
It’s important not to underestimate the time required to help even the most self-sufficient apprentices prepare for their qualification. Don’t let your manager tell you it’s something you can do on the side. You need to argue for a recognised amount of your time to be spent on it to do it justice.
In addition to their other ‘hats’, workplace mentors should be apprenticeship evangelists, presenting apprenticeships as a positive force to colleagues and stakeholders. ‘Any success story you have in your organisation, share it across the wider organisation. The general awareness of apprenticeships isn’t high enough and the role of the mentor isn’t properly understood. Each time someone goes through that learning curve with their first cohort, they should be radiating that information to as many people as possible so others can learn without making the same mistakes.
Employers can be nervous about letting apprentices take on responsibilities or key pieces of work. But apprentices who aren’t given this opportunity are less likely to pass their assessment or make good employees in the future. The knowledge, skills and behaviours required for most apprenticeships are best demonstrated in a real-world context, even in the earliest stages of learning.
Mentoring is a process that focuses specifically on providing guidance, direction, and career advice. Mentoring programs can be either a standalone program or part of a training and development program within an organisation. Organisations, including Federal agencies run standalone formal mentoring programs to enhance career and personal development.
Not all mentoring relationships are formed through formal programs. Informal mentoring programs may also be effective in your organisation to help facilitate these relationships. Two examples of informal mentoring are Flash Mentoring and Speed Mentoring, both of which facilitate short-term mentoring relationships between a mentor and protégé.
Mentoring, like Coaching, is a ‘helping’ activity, which enables individuals to achieve their full potential. Distinct from mentoring, coaching is not based on the coach’s subject matter expertise; rather it is based on the coach partnering with the coachee using established techniques and a thought-provoking and creative process to guide the coachee toward his/her goals without giving advice.