Does your organization effectively “on-board” new team members?
This semester I had a wonderful opportunity to mentor a first-year full-time professor on our campus. And since our campus does not have a formal new faculty mentoring program, we kind of “made up” our own “program” along the way. It proved to be an enriching opportunity for both of us. As always, I became the student.
This relationship gave me the extended opportunity to reflect on how we (our campus, college, and calling) go about and could go about “on-boarding” new faculty in an effective and validating manner. And, going beyond faculty, I thought about how we could help any new employee transition to the culture of her/his calling.
Toward that end, I developed a brief (one typed page) case study of my semester-long mentor-mentee relationship. I am simply calling it the “FIVE Ps.” Perhaps you can incorporate it with your new employee mentoring program as a post-mentoring review of the relationship. Here are the five categories with a brief description of what you could include.
Video recommendation for the week:
- Preview. In this section, briefly explain who the mentee is and what she/he brings to the new employment position. This could include specific skills or talents.
- Problem. Focus on any specific challenge the mentee might face in the new position. This could be a skill-set or personal dynamics issues. Perhaps, issues evolved as the relationship evolved.
- Process. Who is the mentor and why was she/he chosen for the role? When, where and how often did the mentor and mentee meet? List any significant particulars about the relationship and goals.
- Product. In this section, list what was accomplished. What were the bright spots and what were the not-so bright spots? What were specific topics of conversation and mentoring? What “tools” were used? Anything in particular stand out? Suggestions for future action?
- Planning. In this situation, I used this section to pose questions for the future of mentoring relationships at our campus. While these are specific to my space, use them as a model for your organization. I have included five of the planning points I developed.
- Should there be a formalized mentoring pre-assessment and post-assessment?
- What percentage of the mentoring emphasis should be functional/procedural, cultural/political, and skills development?
- How will the mentoring relationship be monitored—and by whom? Should it be monitored?
- How long should the “formal” mentoring relationship last?
- Will there be incentives (money; recognition; other) for participation in the program for the mentor? Should there be?
How does your organization effectively “on-board” new hires?
Make it a great week. And H.T.R.B. as needed.
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