Talk:Workplace mentoring

Untitled
The first paragraph has a clear understanding, a short and brief understanding. I like how it shows pro and cons of the workplace mentoring. The outline is specific and the format is organized. A little bit more can be added for information after the history section. This article has workplace mentor examples of the 21stcentury. This article has 9 strong reliable strong resources that support the article. The thesis is stated in the first paragraph of the article. The article has clear topics because the format of the outline is organized. The article does not have scholarly support as the references list at the bottom but it does on the sandbox. The article is well informed because it has a variety of point of views. What is workplace mentoring, pros-cons, history and examples of today workplace mentoring. The tone is informed, simple and not too complicated. They can add a little bit more supported scholarly references for stronger evidence. The article references are not enough but also not few. They can add 1 or 2 more references it doesn’t have to be scholarly, it can be from a governmental website or newspaper article. The sources are represented accurately with the references. The language is not complicated to understand in this article, it also does not overstate claims. The evidence is provided plenty with resources. The article is un-sourced when it comes down to pros, cons and examples. It does not sound like opinions. Pros, cons, examples, formal and informal tend to sound like value statements. The neutral point of view is throughout the article. The article is has the weight within most of the article. I do not think they need to take any information out. The article does not avoid stating opinions nor facts. The article is very factual but the article has a little bit of opinions under pros and cons mostly cons. They can add a little bit more under the examples tab. For most of the article the balance is covered the same under all the elements. It would not hurt to add more under the effects and examples. The sections are not long. The articles are not that short, to me they are a paragraph long that is very informational. The entry is short, simple, brief and well informed. There are no grammatical errors. Maybe a passive voice on the examples section, it depends how you (the person) is reading it. I personally did not think there was a passive voice. The entry was good. They can add a little bit more information in the introduction. I personally think this article of workplace mentoring is fitted for Americans best. The education level is fitted for everyone, it is not hard to understand or read. There is not a big vocabulary in the article. It is not difficult to understand or interpret. The article structure looks clear it is not confusing to understand. I like how the article is in sections with the heading over it. Most of the article has an appropriate formatting. The article does have a clear focus. The article is organized well. I the way it is formatted helps it look organized. The paragraphs are well structured, I like how it its broken up into sections that are well define. The sections does have section headings. Most of the links are related to the topic of workplace mentoring. There are no images in the article. I do not think there needs to be any images. The format looks good. I like how this article is, because it is not hard to read or understand. It is simple and brief. I think one improvement that can be made is adding a little bit more information to the article. The second improvement that can be made is adding a little bit more vocabulary. (Blanco52294)Blanco52294 (talk) 01:58, 29 November 2016 (UTC)

Peer Review Article Reviewer = Justin Villa JMV81

Great article. I liked how concise and well divided the sections are. I think the History section could use more information about how workplace mentoring has evolved (if it has) over time, or a section about US style metoring compare to other countries. Maybe compare privte vs public sector workplace mentoring. Some parts of the article are written like an essay and not in the nutural robotic tone that most wiki article should have. ex; "On the other hand" a wiki article will be viewed world wide and a non-english specker may not under that some of these phases. The introduction is fine, but the rest of the article lacks hyperlinks. Adding images would add nicly to the article. Adding a "Readmore" "Or related readings" link at the bottom of the arctile with other related wikis would be nice. I liked the comparion with work place mentoring. Other than a few small things this wiki article looks good. — Preceding unsigned comment added by Jmv81 (talk • contribs) 02:11, 29 November 2016 (UTC)

Wiki Education Foundation-supported course assignment
This article is or was the subject of a Wiki Education Foundation-supported course assignment. Further details are available on the course page. Student editor(s): Madgrimm, Steinhau.natalie, Christen.aaron, Dadezmay.

Above undated message substituted from Template:Dashboard.wikiedu.org assignment by PrimeBOT (talk) 05:06, 18 January 2022 (UTC)

Wiki Education Foundation-supported course assignment
This article is or was the subject of a Wiki Education Foundation-supported course assignment. Further details are available on the course page. Student editor(s): Gonzales5064, Bjr70, Acv22, Ballerinarunner, Sam305. Peer reviewers: Jmv81, Dng21, Virginia Renteria, Blanco52294, Mjc143.

Above undated message substituted from Template:Dashboard.wikiedu.org assignment by PrimeBOT (talk) 05:06, 18 January 2022 (UTC)

Annotated bibliography: Workplace mentoring
Austin Gonzales

Dann, Jill. 2015. "Development and Mentoring." Itnow 57, no. 1: 42-43. Applied Science & Technology Source, EBSCOhost(accessed November 5, 2016).

http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=083f94d2-658e-4c42-bf69-7453cc97353e%40sessionmgr4007&vid=8&hid=4103

This source is a short little article advertising for women mentors in the STEM work field. It helps explain to women the importance of this job field and how having a mentor can help you thrive and gain resources that you may not have had by yourself. The brochure mentions the mentor’s ability to supply resources for her mentee to thrive in a STEM field.

Furness, S.1, S.Furness@latrobe.edu.au, and J.1 Pascal. 2013. "Mentoring experiences in paramedicine." Focus On Health Professional Education 15, no. 2: 30-40. Education Source, EBSCOhost(accessed November 5, 2016)

http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=083f94d2-658e-4c42-bf69-7453cc97353e%40sessionmgr4007&vid=14&hid=4103

This resource also gives an interesting look of mentoring from the paramedic stand point. Since the job of paramedicine is a job that can cause heavy psychological problems that one shouldn’t handle alone. Mentoring in this field is also about a strong relationship between mentor and mentee, this allows for the mentee to have someone to go too when he or she is struggling with the psychological weight of the job. Just like regular jobs the relationship part of the mentoring is the foundation for the whole process.

Marcinkus Murphy, Wendy1. 2012. "Reverse mentoring at work: Fostering cross-generational learning and developing millennial leaders." Human Resource Management 51, no. 4: 549-573. Business Abstracts with Full Text (H.W. Wilson), EBSCOhost (accessed November 5, 2016).

http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=083f94d2-658e-4c42-bf69-7453cc97353e%40sessionmgr4007&vid=6&hid=4103

This article is an introductory piece on Reverse Mentoring, which is a style of mentoring that hasn’t been given very much research or attention. This method is an attempt to better place millennials in the position of mentor, and baby boomers in the position of mentee. This method allows for a new exchange of ideas and gets rid of the bias that mentors have to be older than the mentee. This method is best used in companies where the younger generation can help older workers integrate new technology and strategies into their regular jobs to make a better work place.

Ragins, Belle Rose. 2016. "From the ordinary to the extraordinary: High-quality mentoring relationships at work." Organizational Dynamics 45, no. 3: 228-244. Business Abstracts with Full Text (H.W.Wilson), EBSCOhost (accessed November 5, 2016).

http://www.sciencedirect.com.libproxy.txstate.edu/science/article/pii/S0090261616300687

From the ordinary to the extraordinary: High-quality mentoring relationships at work is an article that is focusing on the importance of the relationship aspect of mentoring. This article really stresses that above average relationships between mentor and mentee can both parties. It can help the mentee to thrive and become and intricate member of the company. While it allows the mentor to gain access to fresh eyes and ears to the work place and can even allow for the mentor to learn from the mentee. Silver, Jeff. 2016. "Real World Mentoring Fundamentals A Practical Guide to Building-Up Security Professionals." Business & Management Review (Conference Proceedings) 7, no. 4: 13-16.Business Source Ultimate, EBSCOhost (accessed November 5, 2016).

http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=083f94d2-658e-4c42-bf69-7453cc97353e%40sessionmgr4007&vid=4&hid=4103

This article is based around mentoring in the field of private security but still has several factors that can relate to mentoring. The article itself address how the mentor needs to listen to his mentee so he can know what the mentee is looking for from his mentor. It also mentions how it is the mentors job to supply the resources needed to help the mentee reach his goals. It also stress the relationship that goes into mentoring and how there must be a sense of trust between mentor and mentee. — Preceding unsigned comment added by Gonzales5064 (talk • contribs) 22:27, 8 November 2016 (UTC)

Peer Review
The article has a very solid foundation of information surrounding workplace mentoring. The article has an encyclopedic tone, but there are some issues with random capitalization, just make sure to fix that. For example, "informal mentoring" doesn't always have to start with a capital I. Additionally, the history of workplace mentoring has a subsection "effects" and I'm unsure how that is a subsection, maybe making it a new section would make more sense for organization. Overall I think the format and structure is very solid and easy to read. Maybe add just a bit more information before deadline and you'll be solid! — Preceding unsigned comment added by Mjc143 (talk • contribs) 02:17, 29 November 2016 (UTC)

CST 350 Review
@JButlerModaff -I thought that the "History" section was good, but could use more information if it is able to be found. -I thought the "Effect" section was good, but I would remove the beginning part that says "One positive effect...". I would remove this because not only are there only one effect that is mentioned, but also because it makes the reading sound less formal. -I thought that the "Examples" section was good. All of the content was good, but again, I think that the writing could be changed to sound more formal. Likewise, I thought that the visual provided was good, and was relevant to what was being talked about in the section. -I thought that the "Formal vs. Informal" was good content wise, and writing wise. -I thought the "Pro & Cons" section was an area that could use some changing. In the "Pros" section, I would remove the part that talks about millennials. I would remove this because that term seems to have a negative connotation associated with it to some people, and therefore, should be rewritten in a way that says the same information, while avoiding that specific word. Also in the "Pros" section, I believe that the first bullet point should be broken up into multiple bullet points to each display only one piece of information, as well as making the information more readable. Likewise, in the "Pros" section, I think that some of the information is redundant and could be done away with all together. As far as the "Cons" section goes, I think that the main thing that need to be fixed is adding sources to claims that are being made. There are a couple bullet points of information that state a claim, but have no source to back up the information that is being argued. -Overall, I think that the information that is written in the page is a good place to start from. However, there are a few key things that, I think, need to be changed. Those things are: more information on the topic, restating information so that it is in a more formal tone, watching for redundancy of information being talked about, and being sure to add a source whenever a claim is being made. 71.95.69.82 (talk) 03:03, 15 February 2018 (UTC)

-A lot of information on the "formal versus informal" mentoring but it was all spread out. -The "Pro" section was a summary of the article, but the "Cons" was almost all new information that could be talked about more. -It says "if the mentoring is done right" in the article and I think this would need more explanation on how to do that or some success cases that are good examples. -Biased toward mentoring needing to be done right but doesn't go much further than that. -History could use some more studies and factual information. -Overall, pretty vague and could use more details in taking the statements one step further with some studies or examples. Dadezmay (talk) 15:12, 15 February 2018 (UTC)dadezmay

Intro Workplace mentoring is a “learning partnership between employees for purposes of sharing technical information, institutional knowledge and insight with respect to a particular occupation, profession, organization or endeavor”.[1] If this process is done correctly, the organization may reduce turnover and increase productivity.[2] It can be via two ways, Formal mentoring and Informal mentoring. Informal mentoring, meaning the mentoring is unstructured and unofficial, is a situation in which for a new employee is taken care of and taught by a ‘seasoned’ employee voluntarily (i.e. providing career guidance). On the other hand, formal mentoring is done formally and in a structured process, often when the predecessors (staffs who are about to leave the organization soon) are required to transfer their knowledge to the selected employees to in order to minimize the loss of Knowledge Management and encourage the growth and development of new or junior employees. History The concept of workplace mentoring has grown in many organizations. The original form is the idea that an experienced worker train the incoming new worker.[3] Recent data shows that mentoring, can be seen not only through the passing down of information from experienced workers to new workers, but also the development of lasting relationships that can affect how the work develops at his or her new job.[4] Effects One positive effect of Workplace Mentoring includes the assistance toward new employees in order to receive the resources they need. This allows for the new employee to perform better at their careers. As a result, new employees typically learn different roles through their transition.Workplace Mentoring therefore has a tendency to create an amicable environment through transition for the new employee.[4] This type of work environment can be found in many careers throughout the country. Workplace mentoring is not limited to a certain age and is not restricted to the mentor being older than the mentee. In many cases, the mentor may be older than the mentee.[5] Examples Relational Mentoring: This is a style of mentoring that is based on peer interaction. Whether it be an older associate, or their boss the mentoring comes from a close bond with another associate.[4]

Reverse Mentoring: This type of mentoring takes place when, a younger member of a company is the mentor of an older member of a company to foster a better pipeline of leadership in a company.[5]

Informal Mentoring: This type of mentoring can be an example of a subset of relational mentoring. Informal mentoring is where the mentor-mentee relationship is not defined by rules. This can allow new employees to be trained in a variety of different ways. An ex. Is a new cashier training under an older cashier on how to do their job, if they train with several cashiers they will not receive all the same information.

Formal Mentoring: This is also another type of relational mentoring, but unlike informal, the mentoring has a strict guideline in which the mentoring follows, allowing for a company to train an employee how they want.

Types of Workplace Mentoring Programs: There are many types of mentoring programs that employers use to develop and engagement employees in the workplace. The most common categories are: Career Development, Functional Expertise and Diversity & Inclusion. See specific program examples in "Types of Workplace Mentoring Programs." [6] Formal & Informal The most used forms of mentoring in today's society can be narrowed down to formal and informal mentoring.

Formal Mentoring[edit source] Due to the popularity of workplace mentoring increasing, many companies have attempted to create programs within their organizations that would benefit both the proteges and mentor. Formal mentoring is typically contracted to last a designated amount of time and the mentor is from the organization the protege is currently employed.[7] However, formal training for the mentor may come from outside sources and may not always work for all organizations.[8] A benefit from formal mentoring is that the employee can be molded to do what the organization wants due to the mentor being assigned to the protege. Formal mentors are also less likely to have had a relationship with the protege prior to the assignment and will not have a close relationship, which can cause the mentor to be more focused on company tasks than on the proteges personal life.[9]

Informal Mentoring[edit source] Compared to formal mentors, informal mentoring is typically unstructured and partners meet as much as they deem necessary. Mentors and proteges chose each other in informal mentorings. A mentor will pick a protege they identify with while a protege will pick a mentor due to similar career goals.[9] While an informal mentor that is not a part of the organization may not have all the resources that a formal mentor will have to advance the protege within the company’s hierarchy, they can provide a more personal relationship and will not be involved in workplace politics and will be able to provide bias free advice.[9] Pros & Cons Pros[edit source] Many millennials respond positively to mentorship programs as a way to grow and to learn from others in a positive atmosphere. Mentors then have the opportunity to grow and learn from teaching the mentees which ultimately helps their work performance. This relationship lowers company turnover rate if done effectively, because the mentors then have the opportunity to creates a greater success rate in mentees by giving them the proper tools to complete their jobs.[10] Mentors and mentees have the opportunity to grow and learn from each other, creating a more productive and friendly work environment.[4] If mentoring is done right it can create and experience were both the new and veteran employee can learn and grow in their jobs and have the opportunity to advance in the future.[4] Cons[edit source] Mentors often don’t have the time to schedule set times to meet and provide feedback for their mentee. Some research has shown that there may be no benefit to formal mentorship programs. [11] Many organization employees work from home, which can make it difficult to establish a program. The termination of mentor-mentee relations can be awkward. Studies show that over half of all mentees reported a negative experience with their mentor. [12] Christen.aaron (talk) 19:04, 7 March 2018 (UTC) @JButlerModaff