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Mentoring Program

Duyen Le

University of Nebraska at Kearney

BSAD 295-04

Professor Alyse Pflanz

April 11, 2021

TO: The executive committee

FROM: Duyen Le

DATE: April 11, 2021

SUBJECT: Mentoring Program

This mentoring program aims to elevate the relationship between the mentors and the mentees. However, the number of employees in need of mentoring exceeds that of mentors. Therefore, a specific number of about 20 persons whose need for mentoring is essential for the company’s production shall be under consideration, and the scheduling will be at an appropriate time for everyone. It shall create morale among the employees who feel overworked, thus yielding high production for the company.

Benefit to mentors

The following visual is a presentation of how mentors benefit from mentoring programs.

Image 1: Benefits of mentoring

(Daily advisor, 2021)

The mentors’ knowledge or advice depends on the goal or a specific format of a mentoring relationship. Mentors likely share information with mentees regarding their career path or provide emotional support. The role of mentors changes when the wants of mentees changes. What is in for the mentors is building relationships; basically, building trust must be an essential ingredient for a successful mentoring relationship (Tjan, 2017). For this to be achievable, a mentor should refine their rapport-building skills and learn to pay attention to all facets of how they conduct communication. How they talk, their look is also part of creating a conductive or safe environment for the mentees.

Mentors are also required to set expectations from the start of a formal mentoring relationship. The expectations may include deciding when and where they meet and communicating between meetings, and determining the relationship’s length—refining these leadership skills aid mentors in becoming more effective team leaders when chosen to manage projects.

Reasons for motivation in helping lower-level employees

The motivation of employees is essential to an organization’s success. The level of commitment, energy, and drive that the company employees bring to the role daily helps maximize profit output in any organization (Conrad et. al, 2015). Without these, companies are likely to face low output levels and reduced productivity, and the company can fall short of reaching its essential goals.

Measuring the success or failure of the mentoring efforts

Below is a picture demonstration of effective mentorship from Pinterest website.

Image 2: Effective Mentorship

(Pinterest, 2021)

Mentoring is a situation where more experienced or knowledgeable individuals guide the less experienced persons. The relationship of mentoring benefits both the mentors and the mentees. The role of mentoring as an essential mode of development and learning is highly accepted; this is quite evident since more research proves the efficacy of mentoring with positive outcomes like retention, engagement levels, and improved skills (Gandhi and Johnson, 2016). However, hesitation or resistance is also felt in more organizations regarding the investment of informal mentoring programs or scaling up an already existing one. Reluctance being a failure in mentoring efforts is because the generic data about mentoring is not always convincing, as specific data tend to illustrate the success or effectiveness of mentoring within any given organizational context. For determining or demonstrating the success or effectiveness of a mentoring program to establish value effort of mentors involved and its credibility, the following need to be considered:

a) Pulse check: Observing duration or frequency is always insufficient to gauge success; it is, therefore, essential to questioning participants to rate the ease of navigation through the program, evaluate their comfort with the pace of the program, describe the challenges faced by mentees, and also to rate the resources available for the program. It is achievable through conducting surveys depending on the environment of the organization. As these happen mostly throughout mentoring, qualitative and quantitative information gets captured. It helps understand the issues and aid in problem-solving and course corrections.

b) The experience of mentors and mentees: it is essential to engross separately with mentees and mentors to understand the program’s ground success. The understanding creates a safe space where mentees and mentors can give honest feedback while discussing the concerns (Johnson & Gandhi, 2015). The feedbacks can also provide success stories that can be shared across the organization.

References

Daily Advisor (2021). Google.com.Redirect Notice. Retrieved 20 April 2021, from source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABAD”>https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABAD.

Gandhi, M., & Johnson, M. (2016). Creating more effective mentors: mentoring the mentor. AIDS and Behavior, 20(2), 294-303.

Johnson, M. O., & Gandhi, M. (2015). A mentor training program improves mentoring competency for researchers working with early-career investigators from underrepresented backgrounds. Advances in Health Sciences Education, 20(3), 683-689.

Tjan, A. K. (2017). What the best mentors do. Harvard Business Review2(27), 17.

Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee motivation factors. International Journal of Public Leadership.

Pinterest (2021). Google.com. Redirect Notice. Retrieved 20 April 2021, from https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F141300507046771313%2F&psig=AOv

1

Mentoring Program

Duyen Le

University of Nebraska at Kearney

BSAD 295-04

Professor Alyse Pflanz

April 11, 2021

2

TO: The executive committee

FROM: Duyen Le

DATE: April 11, 2021

SUBJECT: Mentoring Program

This mentoring program aims to elevate the relationship between the mentors and the

mentees. However, the number of employees in need of mentoring exceeds that of mentors.

Therefore, a specific number of about 20 persons whose need for mentoring is essential for the

company’s production shall be under consideration, and the scheduling will be at an appropriate

time for everyone. It shall create morale among the employees who feel overworked, thus yielding

high production for the company.

Benefit to mentors

The following visual is a presentation of how mentors benefit from mentoring programs.

Image 1: Benefits of mentoring

(Daily advisor, 2021)Alyse Pflanz91100000000021584This is too early in the proposal to share details like this. You want to hook the reader in with interesting information about a few of the issues and then state you are proposing the adoption of a formal mentor program and then in the statement of purpose share what you will be discussing throughout the proposalAlyse Pflanz91100000000021584The formatting for a memo would be single space and then double space between each paragraph. Don’t tab in the paragraphs either.Alyse Pflanz91100000000021584These should be aligned on the left margin – you tab in after the colon to line up with the subject lineAlyse Pflanz91100000000021584This image should have been smaller and not as skewed – use tight wrapping for formatting the image

3

The mentors’ knowledge or advice depends on the goal or a specific format of a mentoring

relationship. Mentors likely share information with mentees regarding their career path or provide

emotional support. The role of mentors changes when the wants of mentees changes. What is in

for the mentors is building relationships; basically, building trust must be an essential ingredient

for a successful mentoring relationship (Tjan, 2017). For this to be achievable, a mentor should

refine their rapport-building skills and learn to pay attention to all facets of how they conduct

communication. How they talk, their look is also part of creating a conductive or safe environment

for the mentees.

Mentors are also required to set expectations from the start of a formal mentoring

relationship. The expectations may include deciding when and where they meet and

communicating between meetings, and determining the relationship’s length—refining these

leadership skills aid mentors in becoming more effective team leaders when chosen to manage

projects.

Reasons for motivation in helping lower-level employees

The motivation of employees is essential to an organization’s success. The level of

commitment, energy, and drive that the company employees bring to the role daily helps

maximize profit output in any organization (Conrad et. al, 2015). Without these, companies are

likely to face low output levels and reduced productivity, and the company can fall short of

reaching its essential goals.

Measuring the success or failure of the mentoring efforts

Below is a picture demonstration of effective mentorship from Pinterest website.Alyse Pflanz91100000000021584You’ll want to be the one to provide direction on this for recommendations. The more details you recommend, the more likely they’ll consider adopting the program – would this be on company time? paid time? think about what you would be willing to do as a mentor/mentee

4

Image 2: Effective Mentorship

(Pinterest, 2021)

Mentoring is a situation where more experienced or knowledgeable individuals guide the

less experienced persons. The relationship of mentoring benefits both the mentors and the

mentees. The role of mentoring as an essential mode of development and learning is highly

accepted; this is quite evident since more research proves the efficacy of mentoring with positive

outcomes like retention, engagement levels, and improved skills (Gandhi and Johnson, 2016).

However, hesitation or resistance is also felt in more organizations regarding the investment of

informal mentoring programs or scaling up an already existing one. Reluctance being a failure in

mentoring efforts is because the generic data about mentoring is not always convincing, as

specific data tend to illustrate the success or effectiveness of mentoring within any given

organizational context. For determining or demonstrating the success or effectiveness of a

mentoring program to establish value effort of mentors involved and its credibility, the following

need to be considered:Alyse Pflanz91100000000021584same info as the image comment above

5

a) Pulse check: Observing duration or frequency is always insufficient to gauge success; it is,

therefore, essential to questioning participants to rate the ease of navigation through the program,

evaluate their comfort with the pace of the program, describe the challenges faced by mentees, and

also to rate the resources available for the program. It is achievable through conducting surveys

depending on the environment of the organization. As these happen mostly throughout mentoring,

qualitative and quantitative information gets captured. It helps understand the issues and aid in

problem-solving and course corrections.

b) The experience of mentors and mentees: it is essential to engross separately with mentees

and mentors to understand the program’s ground success. The understanding creates a safe space where

mentees and mentors can give honest feedback while discussing the concerns (Johnson & Gandhi,

2015). The feedbacks can also provide success stories that can be shared across the organization.Alyse Pflanz91100000000021584You’ll need a conclusion wrapping everything up – also making your recommendations and having a specific call to action for what the next steps are. Should they review this by email and get back to you? set up a meeting to discuss?

6

References

Daily Advisor (2021). Google.com.Redirect Notice. Retrieved 20 April 2021, from

https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F20

18%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-

2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&sourc

e=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABAD.

Gandhi, M., & Johnson, M. (2016). Creating more effective mentors: mentoring the mentor. AIDS

and Behavior, 20(2), 294-303.

Johnson, M. O., & Gandhi, M. (2015). A mentor training program improves mentoring

competency for researchers working with early-career investigators from underrepresented

backgrounds. Advances in Health Sciences Education, 20(3), 683-689.

Tjan, A. K. (2017). What the best mentors do. Harvard Business Review, 2(27), 17.

Conrad, D., Ghosh, A., & Isaacson, M. (2015). Employee motivation factors. International

Journal of Public Leadership.

Pinterest (2021). Google.com. Redirect Notice. Retrieved 20 April 2021, from

https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2

F141300507046771313%2F&psig=AOvVaw0UXjPsjUoVFi8MSm3VQPO1&ust=16189

99378821000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCIC7qO3IjPACFQAAA

AAdAAAAABAD.,https://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABADhttps://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABADhttps://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABADhttps://www.google.com/url?sa=i&url=https%3A%2F%2Fhrdailyadvisor.blr.com%2F2018%2F02%2F19%2Fstep-step-design-effective-mentorship-program-part-2%2F&psig=AOvVaw1XVwSL8qUvOhSwpTEqChfC&ust=1618991402603000&source=images&cd=vfe&ved=0CA0QjhxqFwoTCOjQ-46rjPACFQAAAAAdAAAAABADAlyse Pflanz91100000000021584When you revise, use the notes I made on the Report Sources assignment

Documentation

According to Bovee and Thill (2018) documentation is both an ethical responsibility and important for readers so they can verify the information. Any information that comes from another source should be documented. Plagiarism is the stealing and using the ideas or writings of another as your own (Webster’s II, 1984).Sources should be documented through footnotes, endnotes, and/or bibliography pages and with in-text citations. For academic writing, both documentations are required. The format and type directly depends on the documentation style the writer chooses to use.

For most writing documentation comes in two formats: in-text citations and a Works Cited, References, or Bibliography at the end of the document. The Works Cited/Reference/Bibliography page(s) details, in alphabetical order, all the sources that were used within the report/assignment. The format for this page(s) should follow the documentation style chosen for the paper.

Plagiarism, presenting the work of another person as your own, is unacceptable. You will receive a zero if you copy any information directly and do not use quotes and an-text citations. A long quote, 40 or more words, is indented ½ inch from the left side. In-text citations are a must for quotes, factual data, and paraphrased ideas from another person. The in-text citation is slightly different for a long quote.

Paraphrasing is putting information from another author into a paper using your own words. If you paraphrase information in your own words, but the idea comes from someone else, you must give the person credit (in-text citation) toward the beginning of the information/paragraph. Make certain that all in-text citations have full citation information listed on the Works Cited/References page at the end of the report.

In-text citations identify the source of information within the body of the paper and may follow one of two formats. The in-text citation may be located within parentheses after the information and before the sentence ending punctuation or may be included as part of the text. What is important is that the in-text citation is present. The reader of the document should be able to quickly go to the sources listed at the end of the document and find the full citation.

Example within the text (APA): Darwin and Sutherland (1984) first demonstrated that accompanying the leading portion of additional energy in the F1 region of a vowel with a captor tone partly reversed the effect of the onset asynchrony on perceived vowel quality.

Documentation will

1. Strengthen the argument.

2. Provide protection against plagiarism.

3. Provide information for the reader. (Guffey & Loewy, 2008)

On the following two pages are a checklist for formatting the reference list and examples.

APA Documentation (7th Edition)

APA (American Psychological Association) documentation is the most frequently used citation style. If you are submitting an article for publication, you should buy a manual for reference. Your References page should be listed alphabetically by author for any style. APA style uses the hanging indent format with second and subsequent lines indented.

Developing a Reference List according to APA style:

· Format entries as hanging indents

· List all references in alphabetical order by author

· List all author names in reverse order (last name first), and use only initials for the first and middle names.

· Arrange entries in the following general order: (1) author name, (2) date, (3) title information, (4) publication information, (5) periodical page range.

· Follow the author name with the date of publication in parentheses

· List titles of articles from magazines, newspapers, and journals without underlines or quotation marks. Capitalize only the first word of the title, any proper nouns, and the first word to follow an internal colon. Italicize titles of books, capitalizing only the first word, any proper nouns, and the first word to follow a colon.

· Italicize titles of magazines, newspapers, journals, and other complete publications. Capitalize all the important words in the title.

· For journal articles, include the volume number (in italics) and, if necessary, the issue number (in parentheses). Finally, include the page range of the article: Journal of Business Communication, 46(1), 57-79. (In this example, the volume is 46, the number is 1, and the page range is 57-79.)

· Include personal communications (such as letters, memos, emails, and conversations) only in text, not in reference lists.

· Electronic references include author, date of publication, title of article, name of publication (if one), volume, and the URL.

· For electronic references, indicate the actual year of publication.

· For webpages with extremely long URLs, use your best judgment to determine which URL from the site to use. For example, rather than giving the long URL of a specific news release, you can provide the URL of the “Media relations” webpage.

· APA citation guidelines for social media are still evolving. For the latest information, visit the APA Style Blog (blog.apastyle.org) or Purdue Owl APA.

· For online journals or periodicals that assign a digital object identifier (DOI), include that instead of a conventional URL. If no DOI is available, include the URL of the publication’s homepage.

APA Examples:

C:\Users\andreasenam2\Box\UNK Classes\BSAD 295\APA Formatting Image.PNG

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