A mentor, basically,

is someone who serves as a counselor or guide. Being asked to serve as

a mentor is an honor. It indicates that the company has faith in the person,s

abilities and trusts him or her to have a positive impact on the situation.

Many companies have discovered that the use of a mentor for new employees

not only helps employees settle into their job and company environment,

but also contributes to a lower turnover rate.

The use of

a mentor may be an informal, short-term situation or a more formal, long-term

assignment. In an informal mentoring program, the mentor usually helps

the new employee for a limited period of time. Advice from the mentor

may include the most basic of information about everyday routines including

tips about "dos and don'ts" not found in the employee manual

to helping the employee learn job responsibilities.

A mentor available

to answer routine questions also saves time for the supervisor or manager.

In addition, new employees often feel more comfortable asking questions

of a peer instead of a supervisor. In a program of this type, mentors

often are volunteers. Forcing someone who does not want to serve as a

mentor to do so can quickly create problems.

Obviously,

someone with a negative attitude, who might encourage a new employee to

gripe and complain, should not serve as a mentor. A more formal version

of mentoring occurs when an organization appoints an employee with extensive

knowledge and experience to serve as a mentor to a new professional the

company feels has excellent potential for growth.

The mentor's

role usually lasts for an extended period of time and possibly may not

end until the person mentored reaches the level of the mentor. Whether

informal or formal, both parties need to understand the parameters. These

may be more important in a long-term, formal mentoring situation, but

can also influence the success of short-term, informal mentoring.

·The mentor,s

role is to teach and advise the new employee

.The mentor

does not interfere with the supervisor or manager's decisions. The new

employee, while expected to seek the mentor's advice particularly on critical

issues, is not bound to accept that advice.

·Confidentiality

is important. Both parties need to feel confident that discussions remain

between themnot immediately relayed to a supervisor or manager.

·Certain

areas may be considered off-limits. The mentor needs to outline these

areas at the beginning.

·Decide

in advance how you will communicate. Will you have regularly scheduled

meetings? Will discussion be face-to-face, over the telephone or even

via e-mail communication? Both parties need to make their preferences

known at the beginning and reach an acceptable compromise if the preferences

are different.

·Discuss

time limits. If the mentoring period has a time limit the mentor should

state that at the beginning.

·Discuss

time commitments. Again, this may be more critical for the long-term,

formal mentoring. The mentor must expect to give the new employee adequate

time, but the newcomer should not expect excessive amounts of time. Setting

a schedule at the beginning (example: meet once a week the first month,

then once a month after that) avoids irritating misunderstandings later.

·Openness

and respect: Both the mentor and the person being mentored need to be

open and honest, yet respect the other. A mentor who withholds important

information or comments does not contribute to the other person,s success.

However, such comments should be delivered with tact and courtesyand (even

if somewhat hurtful) received with an open mind.

·Professional

relationship: The relationship between the mentor and his or her protégé

is a professional one, not a personal one. This is particularly important

for the new employee to understand.

·It would

be particularly helpful to conduct a DISC assessment profile on both the

mentee and mentor. The DISC assessment helps both understand each other's

communication styles, strengths and limitations.

Gregory P.

Smith is retention expert and shows businesses how to build productive

work environments that attract, keep and motivate their workforce. He

is the author of the forthcoming book called, Here Today Here Tomorrow:

How to Transform Your Organization from High-Turnover to High-Retention.

He speaks at conferences, conducts management training and is the President

of a management consulting firm called Chart Your Course International

located in Conyers, Georgia. Phone him at 770-860-9464.

Free by e-mail/fax: For tips

or information on Smith's new book, "TNT for Teams: Dynamic Ideas

to Reward, Energize and Motivate Your Team," fax your letterhead

or e-mail with the words "TNT" to 770-760-0581/[email protected].

Gregory P. Smith, author of

"The New Leader" and "How to Attract, Keep and Motivate

Your Workforce." He speaks at conferences, leads seminars and helps

organizations solve problems. He leads an organization called Chart Your

Course International in Conyers, Ga. Phone him at 770-860-9464 e-mail

[email protected]. Information and articles are at www.chartcourse.com .

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