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Hub You - Mentoring Success Secrets
Hiring the right bartender makes a huge difference in operating a successful and profitable bar. A bartender who is fast, efficient, outgoing, able to up sell and suggest higher priced options and keep customers entertained will make for a very successful bar operation. The opposite is obviously true for a bartender lacking these skills.As a new bar owner, you probably don’t want to spend the time and energy training a brand new bartender- you will be better off finding one who already has the skills. Even better, find a bartender who already has a dedicated following. If you aren't going to be located too far from where they work now, you may be able to draw a significant volume of traffic in to at least give your
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 l
People who are successful negotiators, always have a well thought out strategy before entering into the negotiation, are well prepared, self confident and structure the negotiation, so that they remain in control of the negotiating process.The recommended structure for negotiations is:• Establish the issues being negotiated• Gather information• Build a solutionStage 1. Establish The Issues Begin by agreeing an agenda for the negotiation i.e.• What needs to be discussed and agreed?• Who will be involved and what will be their role?• What timescales are we working towards?• What are the major issues that need to be agreed?Many negotiators make
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 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 l
Having spent the last few years of my career in the staffing and recruiting industry, I’m asked all the time by friends and relatives if I can help them find a more desirable job. I’ve helped my fianc? get a job, helped my college buddies get jobs after graduation, and even helped a few high school buddies find jobs having not seen them for years. It’s a real joy in recruiting when you can help someone find a job that positively impacts their life. But the fact of the matter is, not everyone has the opportunity to work with a headhunter. I would say that only a small percentage of career moves are made at the hand of a headhunter. So what do the rest of us do when we find ourselves in a dead end situation and no one to condu
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 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 l
That’s not you? Great! Bad habits are hard to break once the addiction gets hold of us. Been there. Gave up “smokes” long years ago but it took lots of willpower to kick the habit.FIRST THING IN THE MORNINGShould the question be asked? Is this YOUR best time of day or is ''night' your choice? Everyone has a different clock. Some of us like to sleep longer. Stay up later.Does it matter? You do whatever has to be done. Adjustments have to be made according to our work schedule. Kids going to school. Some of the little ones stay at home or go to day care. College students go to class. Some early. Others later.Here’s the KEY STAY CALM, COOL, AND COLLECTEDBegin your day with the
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 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 l
Anyone who is talented in design, imagining how a house or building could be constructed or who likes to draw may have the talent to find a successful career in architecture. An architect is responsible for designing and planning the interior workings and foundation of a home or building. Architects are responsible for drawing up plans and blueprints for towering city buildings, small country homes and luxurious mansions. A successful architect must be versatile and imaginative while maintaining respect for the customer’s wishes.There are a number of jobs available in the world of architecture and designing homes may be a career in itself. A qualified individual may produce a blueprint, which consists of both inte
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 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 l
The other day I was delivering some coaching skills training for a company when a delegate asked me how she should coach the person who is an introvert and has little to say.This is the type of person when you start your coaching session by saying "How is everything going?" they just reply with "OK" and then the tumbleweed makes its way across the floor!Overall, during a coaching session the coach should be doing around 30% of the talking and the coachee should be talking around 70% of the time.This is a challenge when you talk to someone who either does not have a lot to say or who is naturally shy.This is what I recommend:After you get the normal "OK" response ask this:"On a scale
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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