Transferring the lessons of greater experience to develop capability across the workforce.
The PURPOSE of FORMAL MENTORING is to transfer the lessons of greater experience in a workforce competency to improve the capability of other individuals or workgroups.
For its FORMAL MENTORING activities, the organization comes up with goals. Different kinds of FORMAL MENTORING relationships are set up to help reach different FORMAL MENTORING goals. Mentors are chosen based on criteria, and those who are chosen are trained for their jobs. People or workgroups who are being mentored are shown how to get the most out of a formal mentoring relationship. Mentors are given to people or workgroups based on criteria that are made and used. The mentor and the person or group being mentored come to an agreement about how they will work together. Mentors get together from time to time and sometimes check to see if they are reaching their goals. There is advice on how to make the FORMAL MENTORING relationship work better. The goals of FORMAL MENTORING activities are looked at to see what needs to be changed.
At the ORGANIZED PHASE, FORMAL MENTORING and coaching are informal, and the mentor's knowledge and skills are based more on their experience and judgment than on a written list of knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS to be taught. The goal of FORMAL MENTORING was to help with SKILL DEVELOPMENT, but the details of what was to be taught were not specified. At the SYSTEMATIZED PHASE, formal mentoring and coaching activities are organized and guided by a list of the knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS to be taught. This content is defined to a PHASE that is enough to help mentors and coaches get the same and consistent results with individuals or workgroups when it comes to COMPETENCY DEVELOPMENT. At the SYSTEMATIZED PHASE, formal mentoring or training activities are set up so that KNOWLEDGE MANAGEMENT can be used and put into place. So, FORMAL MENTORING becomes a formal way to transfer the knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS, which are usually part of KNOWLEDGE MANAGEMENT, to individuals and groups throughout the organization as an advanced form of COMPETENCY DEVELOPMENT. 3.6.1.
Integration Conditions.
3.6.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and follows a written policy for doing FORMAL MENTORING.
The policy usually talks about the following:
Formal mentoring activities help the organization reach its business goals and live up to its stated values.
People are encouraged to take part in FORMAL MENTORING activities, but they aren't forced to do so.
Formal mentoring is a part of the organization's strategic plans for its workforce.
When it makes sense, FORMAL MENTORING activities are put in place to help individuals or workgroups.
IMPLEMENTATION TACTICS.
People or work groups who are going to be mentored get trained on the FORMAL MENTORING relationship.
Some of the people who need a mentor are:
Individuals.
Groups of different people.
Group projects.
Some things that are talked about in orientation about FORMAL MENTORING activities are:
The FORMAL MENTORING relationship's goals.