Proprietary Roundtable
Presented by: Amynah Mithani, DeVry University
Robert Boggs, Ed.D., Corinthian Colleges Inc.
Wednesday, April 2, 2014 – 9:15 AM – 10:15 AM – Room 406
Session ID 1908
Mentorship and Business Enhancements
AACRAO - Denver 2014 Session ID: 1908
Session Rules of Etiquette• Please silence your cell phone/pager
• Please complete the session evaluation using the AACRAO
mobile app or the paper form in your registration packet, drop
boxes are available throughout the convention center.
• If you must leave the session early, please do so as discreetly as
possible
• Please avoid side conversation during the session
Thank you for your cooperation!
AACRAO - Denver 2014 Session ID: 1908
Learning Outcomes of this session:
• Define Mentorship
• Difference – Coaching & Mentoring
• Mentorship – Closing the Gap
• Mentorship – Benefits to Mentors, Mentees, and the Organizations
AACRAO - Denver 2014 Session ID: 1908
What is Mentoring?
http://www.youtube.com/watch?feature=player_embedded&v=8QixGzqhKIM
AACRAO - Denver 2014 Session ID: 1908
• Mentoring is…. • Mentoring is not….
What is Mentoring?
Development Tool
Knowledge Sharing
Opportunity
Culture Enhancer
Guarantee of Promotion
Replacement for Formal
Development
Management Replacement
Colleague Assistant Program
AACRAO - Denver 2014 Session ID: 1908
"Mentoring is a powerful personal development and empowerment tool designed to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be."
Eric Parsloe, The Oxford School of Coaching & Mentoring
AACRAO - Denver 2014 Session ID: 1908
Coaching and Mentoring:
Different goals, different methods
Coaching Mentoring
“An employee serving as the
"coach" assists another colleague
known as the protégé in order to
improve their job performance.
Often the purpose is to work
with the protégé toward the goal
of climbing the ladder of success
and get ahead” (Weinberger,
2012).
“Mentoring, is far more personal and
friendship-based, offering non-
judgmental support as a positive role
model and focusing on a mentee’s
longer term personal development.
The mentor makes suggestions. The
relationship is neither formally
evaluated nor connected to job
advancement but rather to personal
improvement” (Weinberger, 2012).
AACRAO - Denver 2014 Session ID: 1908
Coaching and Mentoring: Different goals, different methods
COACHING MENTORING
GOALSImprove job performance or
skills
Support and guide personal
career growth
INITIATIVE Coach directs learningMentee is in charge of
learning
VOLUNTEERISM
Protégé agrees to accept
coaching; may not be
voluntary
Both mentor and mentee are
volunteers
FOCUSImmediate problems &
learning opportunities
Longer term personal
development
ROLEFocus on telling with
appropriate feedback
Focus on listening, behavioral
role model, making
suggestions and connections
DURATION Short term needs; “as needed” Longer term
AACRAO - Denver 2014 Session ID: 1908
Benefits to Mentor Benefits to Mentee
• Drives self-awareness
• Expands the mentor’s
professional network
• Improves leadership skills
• Increases awareness of available
talent
• Increases visibility throughout
the organization
• Self learning through mentorship
• Accelerates development
• Enhances self-esteem and confidence
when interacting with leaders and
colleagues
• Expands the colleague’s professional
network
• Increases job satisfaction and
effectiveness
• Increases perspective and knowledge
of difference functions
AACRAO - Denver 2014 Session ID: 1908
Benefits to Organization (Different Generations)
Traditionalists
Loyal
Fiscally
Conservative
Disciplined
Change Adverse
Individual
Personal
Interaction
Baby Boomers
Workaholics
Work Efficiently
Desire Quality
Question
Authority
Competitive
Personal
Interaction
Message of Motivation
“Your experience is respected”
Message of Motivation
“You are valued – You are needed”
Gen X
Eliminate the task
Self-reliance
Structured
Direction
Skeptical
Direct
Innovative
Entrepreneur
Message of Motivation
“Do it your way –Forget the rules”
Gen Y - Millennium
Multitasking
Goal oriented
Digitized
Electronics
Motivated
Quick response
Realistic
Globally
Concerned
Message of Motivation
“You will work with
other bright, creative
people”
Born Prior to 1946 Born 1946 - 1964 Born 1965 - 1981 Born 1982 - 2000
AACRAO - Denver 2014 Session ID: 1908
• Millennials/Gen X – By 2014, especially people born between 1977 and 1997 will account for nearly half of the employees in the world.
• Millennials – Young workers; reputation for being attention sponges.
• Millennials – High expectations of their employers
• Millennials – High achievers; overachieving academically; But need road map to success.
Mentoring addresses all four generations
Benefits to Organization (Different Generations)
(Meister & Willyerd, 2010)
AACRAO - Denver 2014 Session ID: 1908
Benefits to Organization
Employee growth and engagement
• Trained and engaged
employees
• Lessons learned
• Addressing generational gaps
Succession planning
• Company’s long-term
survival
• Prepare next generation
company leaders
• Allow internal growth
Decreased turnover
• Employee’s moral
• Loyalty
• Increased productivity
Change management
• Adjusting to new role
• Overcoming frustration
AACRAO - Denver 2014 Session ID: 1908
Research Report:
• 70% recognized they need to do things differently to compete effectively for the people they need in the future.
• 61% say their organizations believe that talent management will be integral part to their survival.
• 70% feel they need to change their approach.
Critical to Address:
• Supply and Demand
• From Today to Tomorrow
• Focus to Diversity
• Potential to potential for what?
Hay Group’s Research Report
“Tomorrow’s People”
AACRAO - Denver 2014 Session ID: 1908
• Do:
o Build a cadre of people you can turn to for advice when you need
it.
o Nurture relationships with people whose perspectives you respect.
o Think of mentoring as both a long-term and short-term
arrangement.
• Don’t:
o Assume that because you are successful or experienced in your
field that you don’t need a mentor.
o Rely on one person to help guide you in your career.
o Expect to receive mentoring without providing anything in return
Principles to Remember (Gallo, 2011)
AACRAO - Denver 2014 Session ID: 1908
• Senior management Support
• Use Existing Tools
IDP (Individual Development Plan)
• Formal mentorship vs. informal
• Self-assessment: Individual desire to succeed
• Process improvement or re-evaluation
Where to Start?
AACRAO - Denver 2014 Session ID: 1908
Famous Quote:
“Tell me and I forget, teach me and I may
remember, involve me and I learn.”
― Benjamin Franklin
AACRAO - Denver 2014 Session ID: 1908
Thank You!
Please complete the session evaluation using the AACRAO mobile app or the paper form provided in
your registration packet.
Session ID 1908
Amynah Mithani
Registrar
DeVry University – Houston Metro
(713) 973-3136 direct
Robert Boggs, Ed.D
Senior Director Academic Services
Corinthian Colleges, Inc.
(714) 825-7385 direct (800) 856-5086 efax.
Reference:Gallo, A. (2011, February 01). Four myths about mentoring. Harward Business Review, Retrieved from
http://www.businessweek.com/managing/content/feb2011/ca2011021_034399.htm
Meister, J. & Willyerd, K. (2010, May). Mentoring millennials. Harward Business Review, Retrieved
from http://www.riverstoneway.com/blog/wp- content/uploads/2010/05/HBR-on-
Mentoring-Millenials.pdf
Shikari, A. (2011). mentoring for 2020 workplaces. (cover story). Human Capital, 15(7), 18-30.
Travis, E. (2011). Retrieved from http://smallbusiness.chron.com/benefit-company-gain-mentoring-
programs-20665.html
Weinberger, S. (2012, October 22). Employee mentoring and coaching: What is the difference?.
Retrieved from http://hr.blr.com/HR-news/Staffing-
Training/Employee-Manager-Training/zn-Employee-mentoring-coaching-difference
