Of participants requires non-participants to relieve an appropriate amount of participants' conventional workload.
More particularly, this proposal recommends reducing the number of direct reports assigned to participating mentors and adding them to the number of reporting personnel supervised directly by non-participating upper-level employees. In principle, the idea is simply to reduce the workload of supervisory-level employees who choose to participate in the mentoring program as mentors as necessary to maintain their productivity and avoid resentment on their part. The corresponding consequences of non-participation by prospective mentors provides a natural incentive to choose to participate in the program to avoid the alternative increase in conventional professional responsibilities.
Maintaining Motivation on the Part of Mentors:
The first element of maintaining the motivation on the part of mentors is allowing the voluntary element previously described. To whatever extent participation as mentors is perceived as an undesirable responsibility, (even if merely by virtue of workload volume rather than specific objection to mentoring in particular), the element of choice minimizes resentment associated with those aspects of participation that are not purely voluntary (Myers & Spencer, 2004). The second element of maintaining the motivation on the part of mentors is increasing the relative proportion of the importance of the performance of their direct reports in the performance review of supervisory employees. In that way, self-interest on the part of mentors provides a natural incentive to devote a conscientious effort to the professional development of personnel for whom they are directly responsible. This mechanism also transforms a significant proportion of the motivation among mentors from potential benefits that relate primarily indirectly to benefits that relate directly to the professional interests of the mentors (Myers & Spencer, 2004). Ultimately, the combination of semi-voluntary participation by prospective candidates for mentoring responsibilities and the increased respective importance of direct report performance on the performance evaluation of all supervisors (i.e. irrespective of whether or not they choose to participate directly as mentors) naturally increases the incentive to participate as well as the motivation to achieve optimal results envisioned within the mentoring program objectives. The option to trade increased supervisory responsibilities as a method of opting out of the mentoring program serves other purposes that are consistent with the optimal use of...
Career Development There are a number of factors and individual characteristics that impact career development and vocational choices. These factors can be external or internal or a combination of the two. Some individuals are influenced by others close to them or by those role models who may represent the area of interest but there is no direct personal connection. Career choice for some can be determined by the path taken by
When considering succession planning it is important to understand the organization's long-term goals and objectives, to identify the workforce's developmental needs and to be able to determine workforce trends and predictions.( Fridenstine, 2006) As Jan Margolis stated (2005), good succession planning does not involve just a backup plan for successors, it is more than that. It is a tool used by companies to both fill gaps as business needs change
Mentoring Program: Squid Proposal Proven Benefits Mentoring Program Proposal: Company Squid Proposed mentoring program NO CROSS TRAINING AND HIGH TURNOVER RATEES RESULTING IN LACK OF MOTIVATION AMONG EMPLOYEES One of the largest problems employers face today are high turnover rates. Many times the reasons given for turnover include lack of motivation and career advancement. This proposal will describe tools Squid company can utilize immediately to reduce high rates of turnover and increase employee motivation. The
It is my desire to be one of these leaders, and the case method of instruction at Harvard Business School is instrumental in bringing my leadership capabilities to this level of potential. Both ESSEC, the graduate business school I attended most recently, and Dauphine University, at which I obtained my real estate Master's degree, are located in France; my employment, despite being for large international firms, has also kept me
The encouragement and positive regard with which communicative abilities and technologies were held by mentors and mentees in this study is definitely indicative of a potential motivating factor. There is also some indirect evidence that communication was facilitated in a broader sense, with the social connectivity and the security and confidence established by the mentor/mentee relationship easing other relationships and helping others, especially mentees, to become more engaged in the
Indeed, the heightened emphasis on standardized testing and other practices related to No Child Left Behind has created a condition wherein the principal is found to be largely at the center of an array of very inflexible demands. The result is that the principal's performance evaluation is directly connected to the capacity of the school and its students to comport with the standards created by such legislation. Therefore, principals
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