Posts Tagged ‘management development’

Who is Mentor Resources?

September 1, 2011

Mentor Resources is the second largest provider of software for the administration of formal mentoring programs for large enterprises, including Fortune 500 companies, professional associations, governmental organizations, universities and other non-profits.

WisdomShare ®, our web-based application matches Mentors and Mentees, provides how to tools and training and follows up with the participants. What makes WisdomShare ® unique is our proprietary matching algorithm which uses job experience, work skills and over a dozen personality characteristics to reate a match.

Kim Wise, the founder of Mentor Resources, has been matching Mentors and Mentees for nearly 20 years. Over time, it became obvious that a Great Match creates better results from a Mentoring Program. Mentor Resources was founded on the idea that a Great Match could be found using software. Today, Mentor Resources is the premier provider of tools for formal mentoring Programs.

WisdomShare ®, our matching algorithm, is based on Ms. Wise’ experience. In addition to job experience and work skills, the software evaluates over a dozen personality characteristics to find a Great Match.

The goal of all Mentoring Programs is to speed up the process of Sharing What Works. We believe that the Mentee will accept advice and adopt strategies from a Mentor more quickly if they have similar strengths and communication styles.  Studies by our clients have shown that more than 95% of all Mentees in programs which use WisdomShare ®  report being well matched with the Mentor.

The web-based software has been designed for ease of use by the Human Resource Department or the Program Administrator. The software integrates seamlessly with an existing Intranet.

A Great Match creates better results from a Mentoring Program – measurable in higher retention, higher employee engagement, lower cost, faster promotions or whatever the goals of your organization’s mentoring program. WisdomShare®  is one-of-a-kind in delivering great matches.

Sharing What Works is our goal and motto.

Our software is based upon a strengths-based learning model.  Our cloud-based software improves knowledge sharing, helps corporations reach diversity goals and strengthen business resource groups (ERG/BRG) and enhances existing talent development programs.

Talk to us about your mentoring program needs at +1-415-380-0918 or Info “at” MentorResources.com

Mentoring for New Hires (On-Boarding): Part 1

January 10, 2011

There are seven types of formal mentoring programs. 

Mentor Resources is one of the leading providers of software for managing mentoring programs with a few dozen pairs to thousands of particpants.  Our software can be tailored to nearly all of these.  Most of our customers run several mentoring programs with different objectives and participants, and our software has considerable flexibility to help you reach your mentoring goals.

By way of review, the seven types of mentoring programs we see with our clients are:

  • Mentoring for Succession Planning
  • Mentoring for Communities of Practice  
  • Reverse Mentoring
  • Mentoring for Career Development
  • Mentoring within Employee Resource Groups
  • Mentoring for Skills Transfer
  • Mentoring for On-boarding

On-boarding or Mentoring for New Hires may be the single most effective way to integrate new employees into an existing corporate culture.  A new employee is assigned a Mentor who is a peer.  The Mentor is there to explain the unwritten rules of the workplace and to shorten the learning curve of the new employee.

Every article and book about Millennials, the demographic group now in their 20’s, points out that these employees expect and seek a significant amount of feedback about their performance. Many managers (read this as “most Baby Boomers”) find this expectation draining.  This results in both the supervisor and the new employee frustrated and dissatisfied with the work environment. 

One effective solution is to pair the new employee with another, more experienced, Millennial as a Mentor.  Note, this experienced colleague is not the supervisor of the new employee, but someone who can give realistic feedback and temper the Millennial’s expectations to the organization’s norms. 

As a broad generality, Millennials view work as a central part of their life, not a separate activity that needs to be “balanced” against.   Therefore, finding work that’s personally fulfilling and socially connected is of paramount importance.

For these employees, mentoring can be a meaningful recruiting tool. Millennials assume work is a place to make new friends, learn new skills and connect to a larger purpose.  If an employer can offer the Millennial a clear path towards this, through a peer-mentor, the employer will be offering a compelling Employee Value Proposition. 

In plain English, your firm can get a better pool of candidates with peer-mentoring as part of the employment package and simulaniously take some of the burden off the line managers at the same time. Mentoring is one of the high priority factors Millennial strivers seek in an employer. 

Click here for a recent article from the Harvard Business Review on Millennials and mentoring.  Contact us directly for more information.

 

Mentorship vs. Sponsorship

September 22, 2010

This month’s Harvard Business Review has an article Why Men Still Get More Promotions Than Women which prompted us to reflect on the pyramid of women in American business. Women represent over half of all managers at fifty-one percent, yet less than fourteen percent of executive officers in Fortune 500 companies are women.

Herminia Ibarra (from INSEAD) and Nancy Carter and Christine Silva (both of Catalyst) believe there is a difference between Mentors and Sponsors.

Mentors were expected to provide psychosocial and career support. Most mentors focus on personal and professional development.

Sponsorship, by contrast, involves advocating for advancement. Without sponsorship, a person is less likely to be promoted, even if they are high-potential. Research by Kathy Kram suggests that someone is likely to be overlooked for promotion regardless of his or her competence and performance. This is especially true for managers at mid-career and beyond.

Mentors and Sponsors: How They Differ

Mentors

  • Can sit at any level in the hierarchy
  • Provide emotional support, feedback on how to improve and other advice
  • Focus on mentee’s personal and professional development
  • Help mentees learn to navigate corporate politics
  • Serve as role models

Sponsors

  • Must be senior managers with influence
  • Give proteges exposure to other executives who may help their careers
  • Make sure their people are considered for promising opportunities and challenging assignments
  • Protect their sponsorees from negative publicity or damaging contact with senior executives
  • Fight to get their people promoted

The article ended on a positive note: Women in formal mentoring programs were more likely to win promotions than those who had found their own mentors.

So, while firms are only beginning to have clear sponsorship expectations from mentors in their high-potential programs, some sponsorship was occurring. In one example cited, IBM Europe has a clearly defined sponsorship program for senior women below the executive level. Sponsors are expected to get their candidates ready to for the next level within a year. Failure to obtain a promotion is viewed as a failure of the sponsor, not of the candidate.

We would like to talk to you about how WisdomShare™ can help you achieve your firm’s mentoring or sponsorship goals.

Kim Wise  &  Elizabeth Pearce