User:Steinhau.natalie/sandbox

WIKI ARTICLE TO EDIT

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 executed correctly, the organization may reduce turnover and increase productivity.[2] It can be done via two ways, formal mentoring and informal mentoring(SOURCE?). Informal mentoring, meaning the mentoring is unstructured and unofficial, is a situation in which a new employee is taken care of and taught by a ‘seasoned’ employee voluntarily (i.e. providing career guidance)(SOURCE?). Formal mentoring, meaning the mentoring is formal and in a structured process, is often when the predecessors (staffs who are about to leave the organization soon) are required to transfer their knowledge to the selected employees in order to minimize the loss of knowledge management and encourage the growth and development of new or junior employees(SOURCE?).

History The concept of workplace mentoring has grown in many organizations. <-- (Is this general statement needed?) The original form is the idea that an experienced worker trains an incoming new worker.[3] Recent data shows that mentoring, can not only be seen through the passing down of information from experienced workers to new workers, but also the development of lasting relationships that can affect how the worker develops at his or her new job.[4]

Effects One positive effect of workplace mentoring includes the assistance for new employees in order to receive the resources they need(SOURCE?). This allows for the new employee to perform better at their careers. As a result, new employees typically learn different roles through their transition. Therefore; workplace mentoring 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. <-- (Again, is this general statement needed?) Workplace mentoring is not limited to a certain age and is not restricted to the mentor being older than the mentee, and 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 an organizational member who is younger in age but has more experience is the mentor to 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(SOURCE?). This can allow new employees to be trained in a variety of different ways. For example, a new cashier training under an older cashier on how to do their job will not receive all the same information if they train with several cashiers.

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(SOURCE?).

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(SOURCE?).

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 protégés and mentor(SOURCE?). Formal mentoring is typically contracted to last a designated amount of time and the mentor is from the organization the protégé 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 protégé(SOURCE?). 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] (Con?..)

Informal Mentoring[edit source] Compared to formal mentors, informal mentoring is typically unstructured and partners meet as much as they deem necessary(SOURCE?). Mentors and proteges chose each other in informal mentorings (REWORD OR DELETE?). 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(REWORD OR DELETE?...OR BACK UP WITH A SOURCE). 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 job.[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 an experience where 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) 19:12, 7 March 2018 (UTC) @JButlerModaff


 * As for sources already used, I think that we should try to get rid of/ update the sources of information that is from 1997, 2000, and 2001. Also, there is a source that is being referenced that is a link to a company page for mentoring programs for purchase. I think we should not use this source because the information is most likely biased. Christen.aaron (talk) 12:51, 22 March 2018 (UTC)

Sources Found
 * 1)Mentoring at Work (book)

https://libweb.uwlax.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,uid&db=ufh&AN=9453615&site=ehost-live&scope=site
 * 2)Workplace Mentoring:Theoretical Approaches and Methodological Issues

http://onlinelibrary.wiley.com/store/10.1111/b.9781405133739.2007.00005.x/asset/ch5.pdf?v=1&t=jehh8xpq&s=bb8b178f8e7ee10cd83e0af338c04bebc592c7aa
 * 3)Handbook of Mentoring

https://books.google.com/books?id=jJdRSJBhhEsC&lpg=PR9&ots=xFfTW_gdRP&dq=workplace%20mentoring&lr&pg=PR9#v=onepage&q=workplace%20mentoring&f=false Christen.aaron (talk) 19:33, 7 March 2018 (UTC) @JButlerModaff


 * 4) Workplace mentoring lowering burnout: http://www-lexisnexis-com.libweb.uwlax.edu/hottopics/lnacademic/?
 * 5) Coaching and mentoring peak performance: http://www-lexisnexis-com.libweb.uwlax.edu/hottopics/lnacademic/?
 * 6) Mentoring an employee at work: http://www-lexisnexis-com.libweb.uwlax.edu/hottopics/lnacademic/?
 * 7) Social Skill in Workplace Mentoring Relationships: http://web.a.ebscohost.com.libweb.uwlax.edu/ehost/pdfviewer/pdfviewer?vid=7&sid=c3e85460-4d40-4c39-9d52-395085db0bad%40sessionmgr4006
 * 8) Designing and Implementing a Mentoring Program Focused on Knowledge Transfer: http://web.a.ebscohost.com.libweb.uwlax.edu/ehost/detail/detail?vid=10&sid=c3e85460-4d40-4c39-9d52-395085db0bad%40sessionmgr4006&bdata=JkF1dGhUeXBlPWlwLHVpZCZzaXRlPWVob3N0LWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=bth&AN=119439714

Madgrimm (talk) 07:16, 8 March 2018 (UTC)


 * 9) Mentoring in an increasingly global workplace: facing the realities and challenges: https://www-emeraldinsight-com.libweb.uwlax.edu/doi/pdfplus/10.1108/14777280810910311
 * 10) The Benefits Associated with Workplace Mentoring Relationships (book) Chp. 13, p. 211-231 from The Blackwell Handbook of Mentoring https://onlinelibrary-wiley-com.libweb.uwlax.edu/doi/book/10.1111/b.9781405133739.2007.x

EXAMPLE OR SOURCES LINKED IN: There have been various books written on the topic of mentoring

FIRST ROUGH DRAFT 3-28-18

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”. If this process is done correctly, the organization may reduce turnover and increase productivity. Workplace mentoring is not confined to a certain age and and is a relationship that develops though close interactions with a mentor and their protégé. Mentoring practices differ from other developmental relationships in the workplace, such as supervision and leadership.

History The original form of mentoring is the idea that an experienced worker train an incoming new worker. The concept of mentoring dates back to Homer's Odyssey. Famous mentor–protégé pairs can be found in almost every profession. Recent data shows that mentoring cannot only be seen 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.

Formal vs. Informal Mentoring

Formal Mentoring Many companies have had at one time, or currently have, a formal mentoring program in place. Formal mentoring is typically contracted to last a designated amount of time, and the mentor is from the organization at which the protégé is currently employed. However, formal training for the mentor may come from outside sources and may not always work for all organizations. Formal mentors are less likely to have had a relationship with the protégé prior to the assignment, and will not develop a close relationship, which can cause the mentor to be more focused on company tasks than on the protégé's personal life.

Informal Mentoring Compared to formal mentors, informal mentoring is typically unstructured and relationships exist as long as the mentor and/or protégé deem necessary. A mentor will pick a protégé they identify with, while a protégé will pick a mentor due to similar career goals. While an informal mentor, who is not a part of the organization, may not have all the resources that a formal mentor will have to advance the protégé 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.

Additional Types
 * Relational Mentoring: This is a style of mentoring that is based on peer interaction. This type can be defined as "an interdependent and generative developmental relationship that promotes mutual growth, learning, and development within the career context." Whether it be an older associate or their boss, the mentoring comes from a close bond with another associate. Eg: coaches, advisors, and teachers.
 * Reverse Mentoring: This type of mentoring takes place when a younger member of a company is the mentor to an older member of a company to foster a better pipeline of leadership in a company. The mentor has less overall experience in comparison to the mentee due to age. But in the particular mentoring area the mentor has more experience which reverses some dynamics of the mentorship. Eg: A retired person goes back to work part time to stay busy at the local grocery store and gets assigned a mentor who is 30 years younger.

Pros & Cons

Pros “Mentoring is likely to be marked by both positive and negative experiences over time.” One positive effect of workplace mentoring is that mentoring helps reduce stress and workplace burnout. This allows for the new employee to perform better at their careers. As a result, new employees typically learn different roles through their transition. Therefore, workplace mentoring has a tendency to create an amicable environment through transition for the new employee. Mentors then have the opportunity to grow and learn from teaching the mentees, which ultimately helps their work performance. Experts, leaders, and professionals benefit from passing the knowledge they’ve gained over the years to the next generation. Their self-images are reinforced by these interactions and in turn commit them to a sense of professional identity and engagement in development activities. If high-quality mentoring is done it can create and experience where both the new and veteran employee can learn and grow in their jobs and have the opportunity to advance in the future. This relationship lowers company turnover rate if executed 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 job.

Cons Mentors often don’t have the time to schedule set meetings and provide feedback for their mentee. Some research has shown that there may be no benefit to formal mentorship programs. Many organization employees work from home, which can make it difficult to establish a program. As the distance or globalization increases, then barriers to effective communication arise impeding the understanding between mentor and mentee. The termination of mentor-mentee relations can be awkward. Studies show that over half of all mentees reported a negative experience with their mentor. Dysfunctional mentoring relations are those in which the relationship is not beneficial for either the mentor, protégé, or both.