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Program Guidelines
The mission of the Ohio NRCS Mentor Program is to be an effective program
that benefits both the employee and the employer by fostering career
relationships and exchanging career information between the mentor and protégé.
This program will strategically target those who are interested in guidance,
coaching, counseling, and confidence building throughout their careers. The
program will initiate a bond between the mentor and protégé that will expand the
horizons and experiences of the entire workforce unit as a whole.
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- Develop a support system and peer network connection to assist employees
with orientation/structure of our agency.
- Supplement employee advancement by providing them with the appropriate
needed guidance.
- Improve the present job skills and abilities of employees, which will
increase their productivity and potential for higher-level jobs.
- Increase staff morale and job satisfaction.
- Aid in retention and recruitment of employees.
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The protégé must be willing to make a one-year commitment to the Ohio Mentor
Program, once a mentor has been assigned. The mentor and protégé will meet
face-to-face once a quarter as a minimum, maintain monthly contact
via telephone or electronic mail, and will work together to develop a preferred
way of interacting during this one year time frame.
The success of mentoring is dependent on both the mentor and protégé. Protégé
responsibilities include:
- Identifying and assigning priorities for needs and mentoring expectations;
- Doing a self-assessment of the skills they have and the ones they desire;
- Clarifying and defining goals so that they are both realistic and
challenging, or developing action steps toward a goal they have already
identified;
- Developing a mutually approved agreement on mentor/protégé expectations;
being open and receptive to guidance, suggestions, and coaching; following
through with agreed upon training, activities, initiatives, and program
enhancement;
- Being honest and up front with the mentor;
- Keeping the mentor informed of changes in needs, expectations or career
goals;
- Asking questions so that a clear understanding is reached;
- Accepting the reality that needs and expectations change as one grows;
- Blending mentoring with other training approaches;
- Recognizing that this program is only a supplement for his/her own hard
work and abilities, not a substitute; and
- Accepting decision-making responsibilities and the consequences of these
decisions.
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- Self-motivated and willing to take advantage of available opportunities;
- Eager to learn new skills and abilities, or exhibit a desire to develop
existing skills and abilities;
- A team player and able to cooperate and communicate with others;
- Sensitive to cultural and gender differences;
- An active participant; and
- Have fun!
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The mentor must be willing to make a one-year commitment to the Ohio Mentor
Program, once a protégé has been assigned. The mentor and the protégé will meet
face-to-face once a quarter as a minimum, maintain monthly contact via
telephone or electronic mail, and will work together to develop a preferred way
of interacting during this one year time frame.
The success of mentoring is dependent on both the mentor and protégé. Mentor
responsibilities include:
- Serving as an advisor by listening, guiding, and providing nonevaluative
feedback;
- Providing encouragement and guidance on training and development issues,
as well as support on a personal level;
- Providing general progress yearly to the Ohio Mentor Program Committee
(not a detailed report for reasons of confidentiality);
- Referring the protégé to his/her supervisor, EO Counselor, Civil Rights
Coordinator, Employee Assistance Program, or Human Resources as appropriate
when other counseling is needed;
- Being sensitive to protégé workload and supervisor instructions;
- Serving as a role model on how to conduct oneself in the professional
world;
- Recognizing and validating signs of protégé professional growth and
development;
- Being flexible and recognizing that mentoring relationships go through
stages and changes over time;
- Encouraging and conveying a sincere belief in the protégé's ability to
succeed;
- Providing constructive feedback on the protégé's actions, products, and
skills;
- Helping the protégé network with individuals within NRCS, other agencies,
and organizations;
- Providing suggestions for the protégé to demonstrate his/her skills;
- Recognizing that mentoring relationships can be short-term or
long-lasting;
- Not giving up if the chemistry doesn't feel right at the first meeting;
and
- Maintaining confidentiality. Nothing kills trust in a mentoring
relationship faster than a breach of confidence.
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- Sensitive to cultural and gender differences;
- A good listener;
- A role model and resource person for the protégé;
- Ability to devote time for one-on-one discussion with the protégé;
- Ability to provide constructive feedback to the protégé on career and
personal issues; and
- Have fun!
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