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There are basically two types of mentoring —
formal and informal. All types of variations lie in between the two ends of this
mentoring continuum with different objectives, themes, and complexities. But, we
add a third possibility, indirect non-intrusive mentoring — mentoring that
actually takes place, but is not considered mentoring at the time it occurs.
Formal mentoring
A search of the literature would yield the following description of
mentoring:
Mentoring is a system for pairing an experienced
person with a lesser experienced one, for the purpose of having the lesser
experienced person grow and develop the required competencies.
This composite description can be implemented in
many different ways — from the casual to the very specific, with different
approaches for measuring progress.
Facilitated mentoring
Some experts make a distinction
between formal mentoring and facilitated mentoring. Margo Murray, in Beyond
the Myths and Magic of Mentoring, defines facilitated mentoring as:
"A structure broken down into a series of
processes designed to create supportive relationships, to guide the desired
behavioral change of those involved, and to evaluate the results for protégés,
mentors, and the organization."
A case could be made for the facilitated
mentoring process. But, much of the history of various formalized mentoring
approaches assumes that mentoring occurs at some specific time period in an
individual's career, on some predetermined schedule requiring some new group
within the organization to manage the processes. In other words, build an
internal group that is responsible for managing mentoring — sounds like a new
bureaucracy.
These approaches take many forms and require
excessive planning and follow-up with written material that includes information
such as:
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Criteria for selection of mentors and mentees
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Design criteria for the mentoring process
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Tools for diagnosing developmental needs
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Strategies for matching mentors and mentees
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Written negotiated agreements
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Coordinators
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Formal evaluations to make adjustments and
determine outcomes
Past experience shows that such practices often
focus greater attention on the process than on the purpose and the results.
Caution, a paper mill may be in the making.
Informal mentoring
The informal approach basically extracts some of
the concepts from the formal, but with much less emphasis on process and the
associated issues of analysis and metrics. Mentors are often assigned, but
without any specific delineation of the expectations of the mentor and the
engineer. These informal processes generally focus on new employees and do not
attempt to extend mentoring throughout the engineer's lifetime.
The value of such mentoring programs depends on
the delineation of needs, consideration of available resources, and definition
of goals. The informal approach must consider both the technical and
non-technical needs.
Indirect non-intrusive mentoring
Indirect, non-intrusive mentoring often occurs
but is not recognized as it's occurring. That chance discussion or communication
from an associate, peer, supervisor, or a contact outside the organization can
offer sparks of insight into relevant issues. Eventually, that light bulb goes
on – and we realize the impact of what some one has said. This mentoring form
applies to the technical as well as the non-technical competencies. All we need
to do is listen and tune in.
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