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Digg it UP - Mentoring Success Secrets
excite v. 1 a: to call to activity b: to arouse to feeling 2 a: ENERGIZE b: to produce a magnetic field in 3: to increase the activity of 4: to raise to a higher energy level syn see PROVOKEA lot of marketing doesn’t do the whole job. It informs, but doesn't excite. The fact is, it doesn't matter if you have the best product if you're not getting prospects excited. If you don't excite your prospect, you won’t sell your product. So, how do you excite your prospect? Start by acknowledging that your prospect isn’t just a prospect. She’s a person with emotions who doesn’t respond with just her head. She responds with her heart, soul, and funny bone. As a marketer, you must tap into the right emotional and psyc
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 w
Accounting involves identifying, analyzing, recording, and communicating the economic and financial information about an organization. Financial statements are the reflection of the financial heart of an organization.Proper management of your business' income and liabilities give you a better view of your financial statements. To assure business success and growth.There are many accounting software programs which offer the ability to produce financial statements, but if your income and liabilities of the business is not properly maintained your statements will be ineffective.Understanding financial statements help managers and owners make better decisions monitoring the business and plan for future gro
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 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 wi
Professional human resource management consulting can enhance the effectiveness of business houses and result in considerable savings, in terms of both time and money. HR consulting assists businesses in refining their human resource processes.HR consulting serves several purposes. It helps companies in ensuring that their HR systems are aligned with their employment philosophy and business goals. It also assists in outlining procedures to employ, retain and coach, or discipline and terminate employees. In addition, HR consulting makes it possible to protect business investments by controlling costs and reducing exposure to the many conformity regulations having an impact on today's workplace.A great many compa
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 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 w
The “Three Cs” in building customer relationships are a key component of professional selling skills.Indianapolis, IN (PRWeb) November 23, 2003 – The deal is coming down to the wire. The buyer perceives the competitor’s solution as marginally superior, but the slight underdog still wins the sale. In this case, the adage, people buy from people they like, proves true.In the audiobook, “Sound Advice on Sales Strategies,” author Tom Snyder, a vice president with sales consultancy Huthwaite, says that while it’s always a good idea to build customer relationships, it is especially helpful in the close ones. He sites what “SPIN Selling” author Neil Rackham calls the “zone of indifference.”“In this situation
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 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 w
Finding a job in the digital industry may appear difficult. Whether you've been working in the e-marketing sector for a while or you're a bright, young IT graduate hoping to enter the digital industry, the overwhelming number of people applying for digital jobs can be a daunting factor. However, if the thought of wading through dozens of job listings - on the web or offline - is enough to put you off your search for a digital job, rest assured there are a variety of inherently more social ways to seek out your ideal job in the digital industry: all you require is a little proficiency in the techniques of online social media.In today's increasingly crowded job market, social networking and its related forms of communic
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 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 w
A meeting can be led (or misled) from any chair in the room. Here's how to make sure that you add value to your next meeting.1) Focus on the issue. Avoid stories, jokes, and unrelated issues. These waste time, distract focus, and mislead others. Save the fun for social occasions where it will be appreciated.2) Take a moment to organize your thoughts before speaking. Then express your idea simply, logically, and concisely. People are more receptive to ideas that they understand. Long, complex explanations always work against you.3) Use positive comments in the meeting. Negative comments create defensive reactions that distract from your goals.4) If it is your meeting, ask a facilitator to lead the
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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