Also, having one team member act as the point person to manage the training program is ideal.ĭuring the initial training orientation, I advise new trainees to meet with their mentors once a week out in the field. The key to a successful program is to stay involved with both mentors and trainees and measure the program results along the way. Good mentors learn management skills, a sense of purpose, an opportunity to pass on their successes and knowledge and can enhance their interpersonal skills. Mentors who coach trainees are typically led to a path of future leadership roles within the business.
How well they deal with the circumstance greatly depends on their training and the positive reinforcement from their on-the-job coach.ĭuring training, I tell mentors their success will be built on how well they motivate, effectively teach, respect others, practice pertinence and work hard. However, nothing prepares professionals better than handling real-life situations. During the initial training process, one can only predict situations employees may come across. Mentors can work to build esteem and also correct the little things along the way before they become habits and teach trainees new ways to handle problems and situations more effectively. They are there to assist and guide, not hinder or interfere with the training process. Mentors also must not interfere with the training manager or supervisor’s decisions or direction. Forcing someone into this role can often create problems and negative attitudes and, in turn, cause the new employee to leave the job or make drastic mistakes. Not all employees should be required to act as a mentor. I tell all new employees that it takes about six months to feel like they are fully immersed in the culture and truly comfortable with their responsibilities. They act as the employee’s advocate and “go to” person, helping to give tools and knowledge for future success. Mentors coach, advise and guide employees as they adjust to their job. The role of a mentor is to recognize and encourage accomplishments, provide honest feedback, discuss situations and suggest future actions and review skills learned during training. I like to call it a “warm transfer,” where mentoring is an important part of the training process, helping new professionals ease into their positions.
Two point hospital increase staff morale professional#
Once a relationship has been built between the mentor and trainee, they have a lasting professional friendship that encourages continued guidance down the road. The mentor’s coaching responsibility can last from a short period of time, such as a month, or it may extend indefinitely or until the new hire moves up the ladder to the next job level. Mentoring beyond the initial training and orientation period occurs when an employee with extensive knowledge and experience is paired with a new professional. Satisfied employees work harder, have a positive attitude and are more committed to the job and their co-workers. Mentoring an employee after initial training will lead to employee retention, helping create a long-term, solid work force.
Losing an employee after he goes through training is wasting the company’s money. Not only is a mentorship program important to help coach new employees, but when a company takes the time to hire and personally train an employee, they are investing time and money. Many times if an employee doesn’t have a mentor in the field, she will feel alone and will experience frustration, leading to mistakes that may be detrimental to the company. After a short training program, staff are usually sent out on the job to perform what they have just learned. Organizations almost always have an orientation program that introduces employees to the company and their roles and responsibilities. To help employees settle into their new position and work environment, many large and small companies are embracing mentoring programs that help staff perform better, improve confidence, increase productivity and ultimately help companies succeed. When employees are fresh on the job, especially when it’s an industry that is new to them, there is so much to know and learn. Quite often, I find successful employees say the most essential component of their growth and development was having a mentor when they first joined the team. As a human resources professional, the last thing I want to hear is that a new employee felt like he was “fed to the wolves” after the first day on the job, upon completion of orientation and training.
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