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Mentoring for Mentors Define Positive Outcome £9.99 Online CPD Accredited Course & Certificate UK

£14.99 £9.99

Mentoring for Mentors Successful Process e-Learning CPD Accredited Course + Certificate UK

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

Description

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.

Kerote Ltd Accredited Provider No # 777104

Bulk Purchasing Account (ELBA)

Learning Outcomes

  • Define the concept on mentoring
  • Differentiate mentoring from other forms of staff support
  • Explain the importance of contracting
  • List the essential skills needed to be a mentor
  • Give effective feedback
  • Discuss the pros and cons of offering advice and guidance
  • Demonstrate common methods of problem solving
  • Understand what makes mentoring relationships work well
  • List the common errors of “helping”
  • State the value of being non-judgemental
  • Explore the value & danger of self-disclosure
  • Challenge in a respectful way

Duration

60 mins

Refresher Requirements

Refreshed in accordance with your company guidelines, local and national authoritative guidelines and any regulatory requirements

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Facilitation Skills & Productive Training e-Book Mentoring for Mentors define

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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.

  • Flash Mentoring is a “one-time meeting that enables an individual to learn and seek guidance from a more experienced person who can pass on relevant knowledge and experience.” The concept was created by 13L, a group of mid-career Federal employees passionate about leadership and leadership development.
  • Speed Mentoring is a method for individuals to receive information from one or more mentors in a time-controlled environment. Modelled after the ‘Speed Dating’ concept, both parties are provided the opportunity to share knowledge and experiences. Mentees benefit from the wisdom of their mentors, who in turn, benefit from the fresh perspectives their mentees bring.

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.

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