Hello and welcome to this talk on Mentoring and First Line Managers.
My name is John Neugebauer.
After a first career in the UK National Health Service,
I worked in International Banking Human Resources,
and I've held senior positions in HR in the UK.
I've been a university business school lecturer and a management consultant.
So why should I be speaking to you today?
Well on mentoring, I've acted as the UK and international mentor
to managers and to aspiring managers, and I have taught mentoring.
I have also worked as a consultant in a mentoring project
at the University of West of England in which we worked with Airbus,
the Royal Air Force and the Royal Aeronautical Society.
This was a special project to develop careers of women in aviation and is called Alta.
I'll say more about special interest groups for mentoring later in the presentation.
The aims of this session are to understand,
what we mean by the term mentoring;
the benefits of mentoring to the mentor
mentee, and for the organization;
we'll look at how to work effectively in a mentoring relationship;
we'll then look at when mentoring may be especially helpful;
and we'll finish with some suggested action plans.
Well, there are many definitions of mentoring.
I don't find them all helpful, and some can get us really tied up in knots.
So I think it's easier to look at the key features of mentoring,
which are: first, It's a voluntary agreement.
It may be short-term - a few months -
or it may be long term - several years.
It involves a mentor, the more experienced person,
and the mentee, the person actually being mentored.
Sometimes mentoring schemes
have an overall organizational structure to help find mentoring partners,
train, and brief mentoring partners, as well as to set codes of practice.
These can be helpful.
But the most important thing to remember is that you can also get started without them.
This is one type of training which can be arranged informally
and still be of great value.