Training Industry Magazine - Summer 2016 - (Page 15)
- MICH E L L E E G G L E STON, CPT M
Let's take a trip down memory lane for a
moment; all the way back to elementary
school. Remember the excitement of
taking field trips, where you would pile
into a school bus and travel to a museum,
historic landmark or other educational
hotspot? It was quite common for the
teacher to instruct you to find a "buddy"
to stay with while on-site. Essentially,
everywhere he/she goes, you go. This is
known as the buddy system.
TO LEARN FROM
A mentorship is a two-way street and can
be beneficial for both parties. Mentees
are gaining insight into their new job role
and company, allowing them to engage
with the organization faster. Mentors are
walking away with increased confidence
levels in their job and can also develop
better communication skills.
With an influx of "green" and inexperienced
millennials flooding the workplace, L&D
must ensure that mentors have the
right level of preparedness to provide a
meaningful mentor/mentee relationship.
Millennials are hungry for forming
meaningful partnerships that help them
gain knowledge and learn from more
Now, flash forward back to the corporate
workplace. There is still much to be said
about the value of the buddy system in
corporate learning and development.
Organizations often refer to this as
mentoring or coaching, commonly used
in onboarding practices to acclimate
new employees to the company culture.
Typically, organizations partner a more
experienced employee with a new
hire to help increase productivity and
FastCompany highlighted a real mentoring
relationship in an article that provides
some insight into the inner workings of a
successful mentorship. Here are some tips
to develop exceptional mentors.
While mentoring programs can be highly
effective, they can also quickly fall flat
if not orchestrated well. To develop a
successful mentoring program, goals
need to be identified and tied directly
to job roles and business objectives. The
structure and purpose of the program
must also be carefully planned, and
mentors and mentees must have tangible
objectives that can be easily measured.
2| Be available. A big part of being a
mentor is building a relationship with
the mentee and that requires frequent
meetings. Mentors need to be available
to help mentees master a new skill or
navigate a challenging situation when
the need arises.
1| Put in the time. In order to form a
meaningful relationship, mentors must
take the time to understand the personal
and career aspirations of the mentee. It's
a mentor's job to learn as much as they
can about the people they are coaching.
3| Learn to listen. Listening is just as
important - if not more important - than
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 6 I WWW.TRAI NINGINDU S T RY . C OM/ MAGAZ I NE
talking. Mentors need to listen to what
mentees are saying and ask questions to
increase clarity. This will help mentors
steer the relationship in a direction that
benefits the mentee.
4| Add that personal touch. A clear benefit of a
mentorship is the ability for the mentor to
share personal experiences and insights.
Mentors should openly share experiences
that mentees can relate to.
5| Make introductions. As a mentor, your
connections and reach can be an
added value to the mentee. If you know
someone who can help your mentee,
make the connection and help them
build a professional network.
6| Knowing when to say goodbye. Formal
mentoring programs typically have
a timeframe, but for less formal
relationships, it's important to know when
to say goodbye. While all good things
come to an end, a mentorship can evolve
into a long-term professional connection.
Even as adults in the corporate workplace,
it's comforting to have a "buddy" to turn
to for advice or direction. While the days
of field trips are long gone, this buddy
system can help millennials adjust to their
new role and reduce time to productivity.
To maximize the effectiveness of the
program, L&D must provide mentors
with the knowledge they need to make a
Michelle Eggleston, CPTM, is the editorial director
for Training Industry, Inc. Email Michelle.
Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2016
Table of Contents
Three Strategies to Ensure Your Training Has Tensile Strength
Experience, Exposure and Education
Beyond the Classroom Paradigm
Applying the Buddy System
Purpose-Driven Professional & Organization Success
Making It Personal: The Four Pillars of High-Impact Mentoring
Blowing Your Millennial Mindset
Hidden Forces: Unconscious Bias in Learning
Memory: The Critical Bottleneck to Learning
Gender Barriers & Solutions to Leadership
Cognititive Collaboration: Utilizing Diverse Thinking & Behavioral Preferences
Get Into the Act: Accelerating Collaborative Teamwork
Dispelling the Five Myths of Microlearning
Quicken Loans: Culture Driven
Developing Global Leaders: On-the-Job Leadership Development
From Where I Sit
Why Do We Wait to Train Our Managers?
Is Knowledge Overrated?
Is Your Business Acument Showing?
Avnet Expands Services with ExitCertified Acquisition
Training Industry Magazine - Summer 2016