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Atricle Dump - Mentoring Success Secrets
With Citibank being such a popular credit card issuer, many people are in demand for the new cards from this bank. In this article, we’ll be discussing the various new cards offered by Citibank. APRs and rewards will be discussed so you can decide which Citibank credit cards are right for you.CitiGold AAdvantage World MasterCard – Wow! This card sure is a mouthful. But just as long as its name is its list of perks. This card comes with a 15.49% APR and a $50 annual fee. It features frequent flier miles with one given out for every dollar spent on the card. In addition, you can use these miles on worldwide hotels, car rental companies, OR airlines. This is a fitting card for the traveler with its $0 liability policy. T
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be s
External customers are the company’s clients. They are people who purchase the products the company produces. They are of a great importance to the organization. There are also internal customers. They play an important role in the organization’s success as well. Internal customers are the staff that the company hires.BENEFIT OF CUSTOMER CARE TO YOUR INTERNAL CUSTOMERThe Internal customer e.g. your staff, will benefit significantly by good customer care. More effective management will lead to a more motivated workforce. It will also give you improved co-operation between your departments. Your staff will welcome the fact that you are willing to invest valuable time and money in them as individuals as well
Mentoring has proven itself to be an effective tool to attract and retain good people. A question on the lips of many HR professionals today is: What are the secrets to ensuring a great mentoring program? Answers abound, sometimes it's about ensuring a corporate fit, getting senior management buy-in, proper selection, matching, and proper training for all involved.
So how do you ensure mentoring program success? Looking at mentoring program standards and benchmarks is a good place to start. Based on Oystercorp’s experience of delivering mentoring programs globally, we have developed the following diagnostic tool, to ensure organisations considering mentoring ask themselves the right questions. These key questions will help you clarify your program objectives and get you thinking about effective areas of mentoring program implementation. We recommend that program managers (together with potential stake-holders), go through and thoroughly answer the below questions. Asking these questions will help you get your mentoring program off to a good start.
Mentoring Program Implementation stages
These questions are set out under the following ten areas of Mentoring program implementation.
1. Design and development
2. Organisational alignment
3. Participants and stakeholders
4. Program structure
5. Program promotion
6. Selection and matching
7. Resourcing
8. Participant training
9. Monitoring and evaluating
10. Roll-out
1. Design and development
What are the objectives of the program? This is the most important question of the design phase. You should also consider What do you want to accomplish? How do you plan to accomplish these things? Who is the target population (by age, gender, geography, income, etc.)? What would success look like? – to mentees, mentors, the organization?
Create a simple statement that describes the program objectives. For example, ”The mentoring objective is to groom 12 new managers as part of our succession strategy”. Answer these questions about your statement: Is it realistic? Is it clear and concise? Does it reflect the values and beliefs of your organisation? Does it reflect the needs of participants?
2. Organisational alignment
What are the organisational values, strategies the program supports? What other HR/organisational initiatives is the program aligned with?
3. Resourcing
Where will the program budget sit? Who will manage this?
4. Participants and stakeholders
Who is your most senior sponsor? Who are your mentees? mentors? Will you involve line managers to be involved? If so how? Who are the people who will drive/promote this program? Your support team (steering committee, program manager(s), champions)
5. Program structure
What type of mentoring will be offered? (i.e traditional, peer, group, reverse). What model will you use, (one:to:one, one-to-many,group)? What will the structure of meetings be? (how often how long, when, where). What (if any) technology will be used to support the mentoring? (email, telephone, Ementoring, telementoring etc.) How long do you expect mentoring matches to continue?
6. Program promotion
How will you promote the program? Will you have a launch? If so what will this look like? What resources will you use for promoting the program? (i.e. website, intranet, Ezine, company newsletter, other promotional forums such as meetings, presentations) How will we promote the program results?
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be su
Have you ever noticed when you are in traffic and in a hurry to get somewhere, it is almost impossible not to creep up closer to the person in front?It is as if there is a force field around the front bumper of your vehicle and that by creeping up to the car in front it is possible to push their car faster so that we can get where we want to go quicker.But have you ever thought what happens when someone starts to creep up too close behind your own car. Do you accelerate away smartly leaving them to catch up? Or do you slow down?The fact is we are all human beings and the human reaction to being pushed in one direction is to resist or to push back in the opposite direction. (Remember what happens when
Mentoring Program Implementation stages
These questions are set out under the following ten areas of Mentoring program implementation.
1. Design and development
2. Organisational alignment
3. Participants and stakeholders
4. Program structure
5. Program promotion
6. Selection and matching
7. Resourcing
8. Participant training
9. Monitoring and evaluating
10. Roll-out
1. Design and development
What are the objectives of the program? This is the most important question of the design phase. You should also consider What do you want to accomplish? How do you plan to accomplish these things? Who is the target population (by age, gender, geography, income, etc.)? What would success look like? – to mentees, mentors, the organization?
Create a simple statement that describes the program objectives. For example, ”The mentoring objective is to groom 12 new managers as part of our succession strategy”. Answer these questions about your statement: Is it realistic? Is it clear and concise? Does it reflect the values and beliefs of your organisation? Does it reflect the needs of participants?
2. Organisational alignment
What are the organisational values, strategies the program supports? What other HR/organisational initiatives is the program aligned with?
3. Resourcing
Where will the program budget sit? Who will manage this?
4. Participants and stakeholders
Who is your most senior sponsor? Who are your mentees? mentors? Will you involve line managers to be involved? If so how? Who are the people who will drive/promote this program? Your support team (steering committee, program manager(s), champions)
5. Program structure
What type of mentoring will be offered? (i.e traditional, peer, group, reverse). What model will you use, (one:to:one, one-to-many,group)? What will the structure of meetings be? (how often how long, when, where). What (if any) technology will be used to support the mentoring? (email, telephone, Ementoring, telementoring etc.) How long do you expect mentoring matches to continue?
6. Program promotion
How will you promote the program? Will you have a launch? If so what will this look like? What resources will you use for promoting the program? (i.e. website, intranet, Ezine, company newsletter, other promotional forums such as meetings, presentations) How will we promote the program results?
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be s
I have given you the five phases of selling in two previous articles. Now, let's look at how all these phases fit together, and how you should sell based on these five phases.Let's first talk about how most companies and sales and marketing organizations screw this up. A politically incorrect but nevertheless truthful analysis of what's going on out there.1) Most sales people spend 90% of their time in the first and second phase, wasting their valuable time and your resources. The first and second phases should be automated as much as possible. Phase One and Phase Two can run on autopilot, in almost any business. This frees the sales person to spend his or her time selling instead of ch
Create a simple statement that describes the program objectives. For example, ”The mentoring objective is to groom 12 new managers as part of our succession strategy”. Answer these questions about your statement: Is it realistic? Is it clear and concise? Does it reflect the values and beliefs of your organisation? Does it reflect the needs of participants?
2. Organisational alignment
What are the organisational values, strategies the program supports? What other HR/organisational initiatives is the program aligned with?
3. Resourcing
Where will the program budget sit? Who will manage this?
4. Participants and stakeholders
Who is your most senior sponsor? Who are your mentees? mentors? Will you involve line managers to be involved? If so how? Who are the people who will drive/promote this program? Your support team (steering committee, program manager(s), champions)
5. Program structure
What type of mentoring will be offered? (i.e traditional, peer, group, reverse). What model will you use, (one:to:one, one-to-many,group)? What will the structure of meetings be? (how often how long, when, where). What (if any) technology will be used to support the mentoring? (email, telephone, Ementoring, telementoring etc.) How long do you expect mentoring matches to continue?
6. Program promotion
How will you promote the program? Will you have a launch? If so what will this look like? What resources will you use for promoting the program? (i.e. website, intranet, Ezine, company newsletter, other promotional forums such as meetings, presentations) How will we promote the program results?
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be s
How effective is your follow up? Do you follow up? So many businesspeople and salespeople fail to follow up with prospects, clients, and associates. However, follow up is a critical part of business existence and growth.Many people tell me they just don’t have time to follow up. I submit they don’t have time not to follow up! The key to successful follow up is developing a tracking system. Decide what methods you want to use for touching the contact. This depends on results and desired outcomes.The Sales Process:When you are selling, your follow up can be the difference between getting the sale or not. Think about it – what is the point of making the initial contact (cold call or introductory letter) if
4. Participants and stakeholders
Who is your most senior sponsor? Who are your mentees? mentors? Will you involve line managers to be involved? If so how? Who are the people who will drive/promote this program? Your support team (steering committee, program manager(s), champions)
5. Program structure
What type of mentoring will be offered? (i.e traditional, peer, group, reverse). What model will you use, (one:to:one, one-to-many,group)? What will the structure of meetings be? (how often how long, when, where). What (if any) technology will be used to support the mentoring? (email, telephone, Ementoring, telementoring etc.) How long do you expect mentoring matches to continue?
6. Program promotion
How will you promote the program? Will you have a launch? If so what will this look like? What resources will you use for promoting the program? (i.e. website, intranet, Ezine, company newsletter, other promotional forums such as meetings, presentations) How will we promote the program results?
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be s
Wow, what a strange question!Does this question whether your prospect is a mythical person like the dragons in fairy tales of old or does it ask whether you really know your prospect?Well, there is truth in both sides of the question. A lot of would be marketers think they have found a killer product and write a sales letter to match, only to find out later (to their cost) that there is no market for that product.But, what I really want to discuss today is…Do You Breathe The Same Air As Your Prospect? I mean do you really know your prospect, do you talk the same talk as him/her do you live the same life as him/her? In short can you honestly say that you can identify with your
7. Selection and matching
How will participants be recruited and selected? Who will manage this process? What recognition will there be for program participation? How will mentors and mentees be matched? What tools, assessment criteria will we use to assist the process?
8. Participant Training
Who will provide the orientation and training? What is the best timing for this? What time commitment is reasonable for the workshops? What other activities will be a part of this program? (social etc.) What other curriculum will be used to support the training? (on-line resources, special project etc.). How will the partnerships be supported and monitored? How will participants be supported to keep up the momentum? How will we mark the completion of the facilitated phase of the program?
9. Monitoring and Evaluating the Program
How will we measure success? What are the program objectives we will be evaluating the program against? What outcomes do we want for mentees, mentors and the organisation? How will we monitor progress of participants throughout the program? How will we evaluate the program at completion? How will we evaluate this ? (i.e. participants self-assessment etc) How will you evaluate? (how, frequency etc.) How will program information be kept and managed?
10. Roll-out
What considerations do we need to have for roll out? What changes would we make to the program structure? Where would we next implement the program? How would we retain control of the program during the roll-out phase? (Go through the complete list of questions for roll out).
And finally …
Given the unique culture of this organisation, what other questions do we need to ask ourselves?
Implementing a mentoring program isn’t easy but it can be made simpler by following the 10 stages of Mentoring Success. Secrets to mentoring success include putting the right foundation in place. This involves asking some important key questions with your stakeholders and anyone involved in the program planning. Implementing these key questions will help you clarify your objectives and get your mentoring program off to the best possible start.
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