The Purpose of the Central Washington University Mentoring ...



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Mentoring

Partnership

Guidelines

Central Washington University Mentoring Partnership

Contents

CONTRACT 3

DEVELOPING MENTORING PLAN AGREEMENT 3

SELECTING A POTENTIAL MENTOR 4

FREQUENTLY ASKED QUESTIONS 5

MENTOR’S CHECKLIST OF TASKS 7

MENTEE’S CHECKLIST OF TASKS 8

Central Washington University Mentoring Partnership Guidelines

CONTRACT

Any CWU employee may act as either a mentee or mentor. It is important that employees receive advance written approval from their supervisor prior to signing a contract. The supervisor’s support to the employee’s efforts in learning or helping someone to learn is critical to the success of the employee’s mentoring efforts.

1. The interested employee fills out the contract form and sends it to his or her supervisor.

2. The supervisor signs the form and sends the completed contract form back to the employee.

DEVELOPING MENTORING PLAN AGREEMENT

After signing the contract, the mentee should start developing a mentoring plan and try to identify (1) learning goals, (2) development objectives, (3) development activities, (4) resources, and (5) timelines. It is important that the mentee has a good idea what he or she wants to achieve by participating in this mentoring partnership before the mentoring partnership begins. If possible, a draft mentoring plan should be available at the first meeting with the mentor.

Because the mentor may have additional input and feedback on the draft mentoring plan agreement, the mentee and mentor may jointly refine learning goals, development objectives, development activities, resources, and timelines. In this mentoring partnership, the length of a mentoring partnership is recommended to be three (3) months.

The following are some examples of mentoring activities:

1. Regular mentoring meetings

2. Research and reading written materials from library, Internet, or other sources

3. Observation or participation in group meetings

4. Observation or practice of certain job functions or skills

5. Drafting a policy or rule

6. Writing proposals or developing an implementation plan

7. Preparing and giving presentations

8. Interviews of people introduced by the mentor

SELECTING A POTENTIAL MENTOR

Identify Potential Mentors

It’s possible that a mentee already has a mentor in mind. If the mentor has agreed to participate, he or she is encouraged to get ask the mentor to sign their mentorship contract. If the mentee doesn’t have any mentors in mind, he or she is encouraged to consult with coworkers, or supervisors.

A. Conduct Interviews

The mentee is the driver of his or her mentoring partnership. The mentee is encouraged to interview the potential mentor(s) and determine the most suitable match.

B. Finalize Mentoring Plan Agreement

After the mentoring partnership is agreed upon, the mentee and the mentor are encouraged to collaboratively finalize the mentoring plan within the first two weeks. It is critical to clarify the expectations to each other and include the component of time commitment in the mentoring plan. The mentee is recommended to share a copy of the mentoring plan agreement with the supervisor for the purpose of acknowledgement. The mentoring plan is subject to change as new information, opportunities, or conditions occur during the course of the mentoring partnership.

C. Take Leadership in Mentoring Partnership

In order to accomplish the mentoring goals successfully, it is extremely important that both partners take leadership in building a professional mentoring relationship and following through the mentoring activities as agreed upon. During the partnership, the mentor may demonstrate leadership by empowering, role modeling, motivating, inspiring, coaching, advising, and giving constructive feedback. As the driver of the partnership, the mentee may demonstrate leadership by taking initiatives, setting goals, following through with actions, managing the relationship, asking for feedback, and showing appreciation. Mentoring is a form of leadership. Good mentoring skills can help mentees become better leaders in their career.

FREQUENTLY ASKED QUESTIONS

1. What are the differences between mentoring and training?

Mentoring provides options of learning different skills and abilities. It involves the engagement in a mentoring relationship that can be informal or formal, short term or long term. Mentees can set their learning goals based on their individual interest and needs.

2. Does participation in the mentoring partnership guarantee career advancement?

No. It does not guarantee career advancement but can help mentees become more prepared candidates for career advancement in the future.

3. What are the differences between learning from coworkers/supervisors and learning from other mentors?

Usually learning from coworkers/supervisors is an ongoing practice to enhance our knowledge and skills that are essential to our current job function. Learning from mentors provides additional opportunities to enhance learning goals and future professional growth.

4. Can a person be a mentor and a mentee at the same time?

It’s not recommended. It would be difficult to follow through the commitment required for two productive mentoring partnerships without affecting regular job function.

5. Can a mentee change his or her learning goals later if he or she is not completely sure about the goals when signing up?

Yes. If the mentee wants to change the learning goals during the course of the mentoring partnership, he or she should do it with the mentor’s agreement.

6. If someone registers to be a mentee, is he or she guaranteed a mentor?

No. It is possible that the mentee’s interest area is outside of volunteering mentors’ expertise. It’s also possible that other referred mentors are not available at this time.

7. If someone registers to be a mentor, is s/he guaranteed a mentee?

No. It is possible that the expertise of the mentor is different from the interest of the mentees.

8. Is there an expected pace of mentoring activities?

The mentee and mentor will determine the pace of the mentee’s mentoring activities collaboratively. It depends on their agreed upon learning goals, objectives, activities, and time commitment. These elements should be documented in their mentoring plan.

9. What is the mentoring partnership not designed to do?

This mentoring partnership is not designed to resolve business problems, resolve employee performance problems, promise promotional opportunities, or provide opportunities for social activities.

10. What if the match between the mentee and the mentor is not quite right?

If the mentor or mentee feels that the match is not quite right, or isn’t the right kind of relationship, or are unable or unwilling to devote the time and energy demanded by the mentoring plan, both parties may withdraw from the partnership. By facing problems early, the mismatch can be resolved with a minimum of frustration and discomfort.

MENTOR’S CHECKLIST OF TASKS

1. Preparing for the partnership:

Identify your personal and/or professional reasons for wanting to participate in the mentoring partnership.

Review your past mentoring experiences for insights to use in your new mentoring partnership.

Think about the amount of time and nature of mentoring activities you can contribute to this mentoring partnership.

Compete and submit the Mentor Contract form to your supervisor.

Review available materials and increase knowledge on mentoring.

Think about how you would like your mentoring partnership to operate.

Think about potential mentoring activities that will be helpful for your mentee.

2. Taking leadership in the mentoring partnership

If possible, obtain some information about your mentee prior to the first meeting with him or her.

Be prepared to discuss the mentoring plan at the first meeting.

During your initial meeting with your mentee, seek and encourage questions from your mentee.

Discuss your mentoring partnership in detail, including:

Why you want to participate

Your potential roles in the partnership

What you have to offer in the partnership

Any limits that you must set for partnership

Your preferred ways of interacting as partners Potential meeting times and locations

The anticipated length of the mentee relationship

Introduce your mentee to others that may be helpful to him or her.

Share printed resources or other learning materials with your mentee.

If applicable, invite your mentee to attend meetings with you.

After meeting, if mentee attends, debrief and provide feedback.

Continue to meet with mentee on a regular basis.

Ask if partnership is working well and if adjustments are needed.

Discuss with your mentee about the specific aspects of his or her career plans.

Suggest other persons and resources that may be helpful to your mentee

As appropriate, regularly provide feedback to your mentee on his or her progress.

3. Reviewing accomplishments:

Solicit feedback from your mentee on his or her accomplishments.

Get together with your mentee to discuss progress status of learning goals and mentoring plan.

Discuss what worked and what didn’t work in your mentoring partnership.

Conclude any unfinished business with your mentee.

MENTEE’S CHECKLIST OF TASKS

1. Preparing for the partnership:

Identify your personal and/or professional reasons for wanting to participate in the

mentoring partnership.

If applicable, review your past mentoring experiences for insights to use in this new mentoring partnership.

Discuss with your supervisor about your learning goals and participation in the partnership.

Complete and submit the Mentee Contract form to your supervisor.

Review available materials and increase knowledge on mentoring.

2. Taking leadership in the mentoring partnership

Obtain some information about your mentor prior to your first meeting with him or her.

If applicable, bring a copy of your Mentee Contract Form and the draft mentoring plan (if

you’ve completed one) to your first meeting with the mentor.

Be prepared to discuss and develop the Mentoring Plan Agreement at the first meeting.

Discuss your mentoring partnership in detail, including:

Why you want to participate

Your potential roles in the partnership

Your preferred ways of interacting as partners

Potential meeting times and locations

Agree to contact and get assistance from individuals suggested by your mentor.

Follow the Mentoring Plan Agreement and study the resources received from the mentor

As partnership progresses, continue to seek guidance from your mentor regarding your

performance and the general aspects of your mentoring partnership

Continue to meet with mentor on a regular basis.

3. Reviewing accomplishments:

Get together with your mentor to discuss progress status of learning goals and mentoring

plan.

__ Discuss what worked and what didn’t work in your mentoring partnership.

__ Conclude any unfinished business with your mentor.

Thank the mentor.

MENTEE CONTRACT

Investing in employee development through mentoring activities.

Investing in employee development through mentoring activities.

Mentors are those who possess knowledge of institutional culture, management techniques, business functions, operational processes, and/or career and performance development strategies. Mentors willing to share this knowledge, recognize, foster, and value employee development, and relate to others through constructive feedback, sensitivity, and integrity. Mentors exhibit a willingness to assist others in reaching professional goals and candidly and respectfully discuss the mentee’s goals and objectives.

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MENTOR CONTRACT

Investing in employee development through mentoring activities.

MENTORING PLAN AGREEMENT

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Mentees are those who express enthusiasm for professional growth, demonstrate positive professional attitudes, manage normal work functions and use time efficiently while participating in the mentoring partnership. Mentees work collaboratively with a mentor in the development of a mentoring plan as the means to achieving professional goals, candidly discuss issues, and consider the mentor’s advice with respect.

|NAME (PLEASE PRINT) |JOB TITLE |PHONE |E-MAIL |

|DEPARTMENT/CONTACT INFORMATION |MAIL STOP |DATE |

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|1. Please list your learning goals for participating in this mentoring partnership: |

|2 Please describe how a mentor would help you reach your learning goals: |

|3. Please indicate how much time you will devote per month with a mentor: |

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|Work time: 1 hour ( 2 hours ( 3 hours ( 4 hours ( |

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|4. MENTORS INFORMATION |

|MENTOR’S NAME |TITLE |

|DEPARTMENT/CONTACT INFORMATION |PHONE |

|Have you discussed the mentoring partnership with this person? Yes ( No ( |

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|Has this person agreed to be your mentor in this mentoring partnership? Yes ( No ( |

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|SUPERVISOR’S APPROVAL FOR PARTICIPATION |

|5. SUPERVISOR’S NAME |PHONE |DATE |SIGNATURE |

| | | | |

|6. By choosing to participate in the CWU Mentoring Partnership, I agree to: |

|• Be flexible |

|• Respond promptly and keep in touch with my mentor |

|• Make regular communication and interaction for at least three meetings within a three month period |

|• Be on time for scheduled meetings or call my mentee at least 24 hours beforehand if I am unable |

|to make a meeting |

|• Keep any information that my mentor tells me confidential except as may cause him or others |

|harm |

|• The mentoring relationship may terminate at any time. |

|I have read and understand the Mentee Agreement:: _____________________________________ _______________________ |

|SIGNATURE DATE |

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|NAME (PLEASE PRINT) |JOB TITLE |PHONE |E-MAIL |

|DEPARTMENT/CONTACT INFORMATION |MAIL STOP |DATE |PHONE |

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|If interested in becoming a mentor; complete Section 2, 3, 4, 5, and sign 6 |

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|2. Please list those areas in which you have expertise or background and can offer a mentee resources, knowledge, and experiences: |

|3. Please indicate how much work time you can devote per month with a mentee: |

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|1 hour ( 2 hours ( 3 hours ( 4 hours ( |

|4. MENTEES INFORMATION |

|MENTEE’S NAME |TITLE |

|DEPARTMENT/CONTACT INFORMATION |PHONE |

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|SUPERVISOR’S APPROVAL FOR PARTICIPATION |

|5. SUPERVISOR’S NAME |PHONE |SIGNATURE |

| |

|6. By choosing to participate in the CWU Mentoring Partnership, I agree to: |

|• Be flexible and provide the necessary support and advice to help my mentee succeed |

|• Make regular communication and interaction for at least three meetings within a three month period |

|• Be on time for scheduled meetings or call my mentee at least 24 hours beforehand if I am unable |

|to make a meeting |

|• Keep any information that my mentee tells me confidential except as may cause him or others |

|harm |

|• The mentoring relationship may terminate at any time. |

| |

|I have read and understand the Mentor Agreement: ___________________________________________________ __________________________ |

|SIGNATURE DATE |

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|PEER/GROUP CONTRACT FORM |

|Investing in employee development through mentoring activities. |

|PLEASE IDENTIFY A SINGLE POINT OF CONTACT FOR THE PEER/GROUP |

|NAME (PLEASE PRINT) |TITLE |PHONE |

|DEPARTMENT/CONTACT INFORMATOIN |EMAIL ADDRESS |MAIL STOP |

|1. Anticipated Start and End dates: |

|2. What knowledge/skills/attitude does your group want to acquire/improve? |

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|3. Please indicate how much work time your group will devote per month in mentoring activities: |

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|1 hour ( 2 hours ( 3 hours ( 4 hours ( |

|For group mentoring, please provide Mentor’s Information. Mentor is required to complete a Mentor Contract Form |

|NAME (PLEASE PRINT) |TITLE |PHONE |

|DEPARTMENT/CONTACT INFORMATION |EMAIL ADDRESS |MAIL STOP |

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|Please provide each participant’s contact information. Each participant is required to complete a Mentee Contract Form |

|1. NAME |DEPARTMENT |PHONE |E-MAIL |

|2. NAME |DEPARTMENT |PHONE |E-MAIL |

|3. NAME |DEPARTMENT |PHONE |E-MAIL |

|4. NAME |DEPARTMENT |PHONE |E-MAIL |

|5. NAME |DEPARTMENT |PHONE |E-MAIL |

Development of the mentoring plan agreement begins with the mentee and what he or she wants to achieve. This exploration is ideally accomplished as the mentoring partnership begins with the mentor and mentee developing joint expectations and documenting them in the mentoring plan agreement. Schedule of mentoring activities, based upon availability and time commitment, will be discussed. Mentoring partners are encouraged to participate in mentoring partnership activities.

|MENTEE’S NAME (PLEASE PRINT) |MENTOR’S NAME (PLEASE PRINT) |

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|Time period for mentoring partnership: From _______________________________ To ________________________________ |

|1. Learning goals: |

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|2. Mentee’s expectations of mentor: |

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|3. Mentor’s expectations of mentee: |

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|DEVELOPMENT OBJECTIVES (What knowledge/skills/abilities do I want to acquire/improve?) |DEVELOPMENT ACTIVITIES (How will I actually gain/build/develop these?) |RESOURCES/SUPPORT (What and who might help me with my development?) |T|

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University Benefits

Benefits for Mentors

▪ Professional and managerial skills

▪ Business functions related to the mentee’s current or future career goals or interests

▪ General information about CWU or work environment

Development Areas

Benefits for Mentees

▪ Opportunity to enhance campus climate and community

▪ Broadened perspective of the University’s culture and operations

▪ Opportunity to network and see things from different perspectives

▪ Chance to gain insight into the University’s culture and operations

▪ Professional growth and development

▪ Networking and community building opportunities

▪ Increased self-confidence

The mentoring partnership supports the institutional mission, vision, and core values

▪ supports professional development and retention in a cost-effective manner

▪ stimulates an intellectual community and promotes collegiality

▪ strengthens sense of community and commitment to the university

▪ builds mutually beneficial partnerships through enhanced communication and collaboration

Want more information?

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Investing in Employee Development through Mentoring Activities

Central Washington University

Orientation

The CWU Mentoring Partnership is open to any CWU employee, as either a mentor or mentee. All interested employees and their supervisors are encouraged to use the tools provided on the Mentoring website.

Activities

Mentor and mentee partners will develop joint expectations, document them in a Mentoring Plan, and meet regularly to discuss and achieve objectives. Other group activities will be tailored to the needs of the participants. Participant surveys will determine the types and topics of additional partnerships and workshops.

Possible mentor/mentee topics

Communication Strategies

Myers-Briggs type indicator

Conflict Management

Leadership Styles and Skills

Leadership Profiles

Leadership: Influence and Image

Organizational Development

Gender-related issues

Learning the CWU “system”

Academic Affairs

Financial Affairs

Student Affairs

University Relations

Crises Management

Recruitment and Retention

University Mission

Assessment and Evaluation

Sexism and Racism in the Academy

Stress Management

Networking

Grant Writing

Fundraising and Advancement

Case Studies in Student Affairs

Collaboration

Budgeting and budgets

Mentees are those who:

▪ express enthusiasm for professional growth and demonstrate positive professional attitudes

▪ manage normal work functions and use time efficiently while participating in the mentoring Partnership

▪ work collaboratively with a mentor in the development of a mentoring plan

▪ candidly discuss issues and consider the mentor’s advice with respect

Mentors are those who:

possess knowledge of the institutional culture, management techniques, business functions, operational processes, and/or career and performance development strategies.

▪ candidly and respectively discuss the mentee’s goals and objectives.

What is Mentoring?

Meetings and Activities

Mentees and Mentors

Mentoring is a process that allows employees of different levels and areas of experience to develop professional goals and skills through interpersonal relationships.

The CWU Mentoring Partnership is designed to promote employee development and increase retention.

Through the partnership, a solid structure and flexible process is established where people with knowledge, skills, and experience serve as mentors to employees (mentees) who seek professional development.

Is supervisor support needed?

A supervisor’s support of an employee is critical to the success of any employee’s professional development.

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