|
|
-
Vocabulary
for Mentoring, Coaching, and Induction
Barry Sweeny, © 2008
- The following vocabulary are offered for the
sake of clarity in the documents on this web site. Although
you might use differnet meanings, I suggest that these and other
such words should be defined by every mentoring program.
-
Beginning/ Novice Employee
Any employee, regardless of age, with less than two years of
recent experience in the same kind of job for which they have
been hired. Induction programs and mentoring are provided these
novice employees to ensure the novice's employment success and
effectiveness.
Recent Experience
At least half-time paid work which was in the same or a similar
job responsibility to that for which the person is being hired,
and which has taken place within the last five years.
New Employee
Any employee with at least two years of recent experience in
the same kind of job for which they have been hired, and who
is new to the organization. At the very least, these employees
should receive orientation andbe assigned a "guide"
or "buddy". If assessment of skills indicates that
this new employee is not yet a highly skilled worker, then a
mentor and/or coach is assigned to help the employee become
a high performer.
Protege
The role that a beginning, novice, new, or any other employee
assumes when working with a mentor. That role requires a willingness
to actively work with the mentor as a team and defer to the
experience of and learn from the mentor.
Mentor
The responsibility assumed by an experienced, positive, and
wise employee who agrees to help, build a relationship with,
and facilitate the professional growth of one or more proteges.
Mentors are to be models of effective practice, collaborative
learning, and of a very visible desire to continue to grow professionally,
every day, and throughout the career.
Guide or Buddy
- The support provider who is assigned to a new
employee/protege who has recent prior experience in the work
assignment or a current employee with new roles they have assumed
or will assume. Specifically, such a person is deemed to have
sufficient similar experience as to not need the more intensive
support of a mentor.
- The Mentoring Process
A developmental process in which a protege and a mentor commit
to working and learning together over at least two years for
the purpose of mutual support for professional development.
The mentoring process includes a series of four phases, during
which the mentor's leadership of the process is adapted to the
developing strengths of the protege. Mentoring includes assisting,
supporting, encouraging, guiding, modeling, challenging, and
coaching. The result of an effective mentoring process
is a self-confident and competent professional employee who
also values what people can do collectively on behalf of the
organization and it's goals.
-
-
Coaching
The technical feed back and guidance provided by another
employee (usually a mentor) to support an employee's inquiry
into best practices and improvement of the effectiveness in
their own work. Fundamental to coaching for professional growth
is the concept of the mentor or coach providing non-judgmental
data and description for areas in which the protege wishes to
improve, facilitating the protege's own self-assessment, the
protege's analysis and evaluation of that data, and then guiding
the protege's goal setting and planning for improvement. The
final element is providing support for implementation of that
improvement plan.
The Mentoring Relationship
The developmental relationship of a mentor and protege which
is characterized by confidentiality, trust, caring, and mutual
support. The mentoring relationship creates the necessary context
of emotional safety and confidence for the mentor and protege
to take the risks of trying new skills and strategies and of
learning in front of each other. This context is a prerequisite
for accelerated professional growth.
Induction
The organization's program of training and support, which includes
mentoring, which target proteges who are entering a career for
the first time. Induction programs and mentoring are the most
intense and extensive form of protege support because these
employees have the least prior experience.
|
|
