Consulting-Specifying Engineer - February 2008 - (Page 29)

Anyone can claim to be flexible. Making contact In adult learning, it’s human nature to learn when we have an immediate need or a vested interest, such as an issue on a project we don’t know how to tackle (Hoare, 2006). Sure these needs and interests can be satisfied by reading and researching. But more often than not, the need is satisfied from conversation and consultation first. This is where mentoring comes in. It’s the established relationship that solves our issue because as people we inherently relationships increase productivity, employee retention, and improve the work environment (Benabou, C. and Benabou, R., 2000). Mentoring models There are many types of mentoring systems that work, and it is possible for firms of any size to adopt one that is feasible for them. All mentoring systems can be classified in two ways: internal versus external, and formal versus informal. Generally, here’s how these categorizations play out: Research shows that 28% to 33% of young professionals leave a new job within the first nine months due to an unwelcoming environment. listen to our mentor. Ultimately, mentoring is about the thinking and decision-making in our fields. This cannot be gleaned from a book or a seminar. It comes from good old human contact. Mentoring works because there is built-in accountability—neither person wants to disappoint the other, so both come to the table with an emotional investment. With the increase in average worker age, delayed retirement, aggressive recruiting efforts in business, and a stretched talent pool of young engineers, leaders are looking to mentoring as one piece of a strategic plan in recruiting, retaining, and developing the next generation of protégés (Holloway, 2001). So shouldn’t engineering firms do the same? Younger employees value the quality of projects given to them and the quality of the work environment far more than previous generations (Durkin, 2007). They are quicker to become disenchanted with taxing demands that require them to lean on skills managers believe they have, but they really don’t. These younger workers demand more supportive business environments and collaborative work efforts. Research shows that 28% to 33% of young professionals leave a new job within the first nine months due to an unwelcoming, non-cooperative work environment. Studies show that positive mentoring programs and Internal—formal: Mentoring programs are sponsored by your firm or business, and are facilitated by human resources or other leadership or management. These programs provide formal structure with time, guidelines, and expectations for its participants. Most often, a seasoned engineer works with a young engineer relatively new to the profession. Mentoring matches can be based on a variety of business needs: engineering knowledge, business skills, communication styles, goal setting, and career management. Internal—informal: Mentoring occurs within your firm or business, and often includes informal relationships established within the company either intra- or crossdepartmentally. In this form of mentoring, we seek clarification on some aspect of our jobs and we look to people from within the company as our sounding boards for guidance. Most commonly, this is seen as our direct supervisors, but it doesn’t have to be. External—formal: Mentoring programs are sponsored by an organization, such as an engineering society, whose aim is to strengthen the society and the industry as a whole. External, formal mentoring programs are often offered by professional societies who will match an engineer to a mentor and provide suggested structure and meeting topics—IEEE is one such example. AERCO. Robust designs to meet all your project’s needs. Benchmark Boilers. Fuel savings for the most challenging applications. Benchmark boilers are delivered as fully assembled, doorway-sized units ready to support a variety of applications: variable flow rates, low gas pressure, low NOx, low return water temperatures, and dual fuel capable. In fact, they even help to streamline overall system designs to reduce project costs for upfront savings. To learn more visit www.aerco.com/bm2 Heat You Can Bank On Copyright 2008 AERCO International, Inc. Consulting-Specifying Engineer • FEBRUARY 2008 29 Input #215 at csemag.com/quickResponse http://www.aerco.com/bm2 http://www.aerco.com/bm2 http://csemag.com/quickResponse

Table of Contents Feed for the Digital Edition of Consulting-Specifying Engineer - February 2008

Consulting-Specifying Engineer - February 2008 Contents Viewpoint News M/E Roundtable How To Write Control Sequences Mentoring Engineers: Myths, Motivations, and Models Keep Young Electrical Engineers Grounded Protecting a Vulnerable Population Codes & Standards Case Study New Products Equipment Lifecycles Advertisers Index Green Space

Consulting-Specifying Engineer - February 2008

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