2. OUTLINE OF PRESENTATION
DEFINITION OF MENTOR
FACTS ABOUT MENTORING
BENEFITS AND COSTS OF MENTORING
MENTORING IN AN ONBOARDING PROGRAM
CONCLUSION

3. WHAT IS A MENTOR?
• A SENIOR LEVEL OF MANAGEMENT WHO IS :
• INFLUENTIAL
• PROVIDES KNOWLEDGE AND
EXPERIENCE
• “PERFORM[S] CAREER AND
PSYCHOSOCIAL ASSISTANCE” ORTIZ-
WALTERS (2009, P.26).

4. FACTS ABOUT MENTORING
• MENTORING IS IMPORTANT
• MENTORING IS EFFECTIVE
• MENTORING IS FLEXIBLE
• MENTORING IS SCALABLE
• MENTORING IS BUILDS DEPTH
(MARTIN, ROBINSON, & ZACHARY, 2011).

5. FACTS, CONT.
• IN ORDER TO ENSURE A SUCCESSFUL MENTOR/MENTEE RELATIONSHIP, MENTORS AND ORGANIZATION MUST:
• MULTIPLE MENTORS
• DON’T WAIT INITIATE
• NETWORK BUT UPWARD
• BE A TEAM LEADER WORK WELL WITH OTHERS
• AVOID THE NEGATIVES
• MENTORS AND SUPERVISORS
• E-MENTORING
• BE WILLING TO LEARN ( VIATOR, & DALTON, 2011).

6. BENEFITS
BENEFITS FOR A MENTOR INCLUDE
SKILL ENHANCEMENT
ENCOURAGEMENT FOR GROWTH
A WAY TO GIVE BACK
EXPOSES NEW THOUGHTS
PROFESSIONAL SATISFACTION (MARTIN,
ROBINSON, & ZACHARY, 2011)

7. COSTS OF MENTORING
RAGINS AND SCANDURA (1994) CONCLUDED THAT THE COSTS OF MENTORING INCLUDE, TIME, ENERGY, AND
REPUTATION. MENTORS RUN THE RISK OF A NEGATIVE REPUTATION IN THE ORGANIZATION IF THE MENTEE SEES
THE RELATIONSHIP AS A WASTE OF TIME.

8. MENTORING AND ONBOARDING
• MENTORING CAN BE USED IN THE “ONBOARDING”, OR “ORGANIZATIONAL
SOCIALIZATION” PROCESS USED TO DEVELOP LEADERS (SILZER & DOWELL,
2010).
• TAKES PART IN CREATING A DEVELOPMENT PLAN TO SUPPORT THE LEADERS GOALS.
• WORKS TOGETHER WITH LEADER TO IDENTIFY STRENGTHS AND WEAKNESSES
• HELPS LEADER WITH TIME MANAGEMENT
• HELPS LEADER AVOID DISTRACTIONS

9. ANY QUESTIONS?

10. REFERENCESANONYMOUS (2010) SHARE BABY BOOMERS KNOWLEDGE WITH INTERGENERATION MENTORING. HR FOCUS, 87(2), 7-11.
BLOOMBERG, MARK, MD, MBA, C.P.E., F.A.C.P.E. (2014). THE ROLE OF MENTORING. PHYSICIAN EXECUTIVE, 40(2), 88-90.
KAHLE-PIASECKI, L. (2011) MAKING A MENTORING RELATIONSHIP WORK: WHAT IS REQUIRED FOR ORGANIZATION SUCCESS. JOURNAL OF APPLIED BUSINESS AND
ECONOMICS, 12(1), 46-56.
MARTIN, L., ROBINSON, T., & ZACHARY, L. (2011) WHY SHOULD YOU GET ON THE BOARD THE MENTOR SHIP? THE PUBLIC MANAGER, WINTER, 42-45
ORTIZ-WALTERS, R. (2009). MENTORSHIP COLLABORATIONS: A LONGITUDINAL EXAMINATION OF THE ASSOCIATION WITH JOB PERFORMANCE AND GENDER.
JOURNAL OF BUSINESS & ECONOMIC STUDIES, 15(1), 26-47.
.

11. REFERENCES, CONT.
RAGINS, B.R., & SCANDURA, T.A. (1994). GENDER DIFFERENCES IN EXPECTED OUTCOMES OF MENTORING RELATIONSHIPS. ACADEMY OF
MANAGEMENT JOURNAL, 37(4), 957-970
SILZER, R., & DOWELL, B.E., (2010). STRATEGY-DRIVEN TALENT MANAGEMENT: A LEADERSHIP IMPERATIVE. SAN FRANCISCO, CA. JOSSEY-BASS.
UDEH, I.E., & OMAR, A. (2009). STRATEGIC VERSUS GRATUITOUS MENTORING: A PRELIMINARY INVESTIGATION. PROCEEDINGS OF THE ACADEMY OF
STRATEGIC MANAGEMENT, 8(1), 44-47.
VIATOR, R. E., PHD., & DALTON, DEREK, C.P.A., PHD. (2011). EIGHT WAYS TO EXPAND YOUR MENTORING NETWORK. JOURNAL OF ACCOUNTANCY,
212(4), 44-47, 10.