Human Capital Management
NRCS Mentoring -
Frequently Asked Questions
Updated
05/12/2009
The
Natural Resources Conservation Service developed a National Mentoring Framework
(NRCS Mentoring) to provide consistent guidance and support for mentoring
throughout the organization. This Framework allows for flexibility of
implementation at the state level to meet the local conditions.
NRCS Mentoring is designed to provide employees
with opportunities to develop new knowledge, skills or experience. The aim is
to broaden employee functional experience, assist in developing goals, and
cultivate new opportunities.
A panel
will be selected in each local area to match mentors and protégés. Matching
criteria will include such factors as developmental interest, expertise,
applicant skills, and geographical location. Geographical proximity is
preferable, but not necessary to carry out a successful mentoring relationship.
The
formal mentoring cycle will take place over one year.
The
NRCS Mentoring cycle lasts approximately one year. The frequency of how often a
mentor and protégé meet depends entirely on the developmental interests of the
protégé and mentor.
Participants will participate in a two-day Mentor-Protégé Orientation session.
Additionally, if you are selected as a mentor there will be a two-day Mentor
Training session which will provide you with valuable tools and resources to use
when serving as a mentor.
As part
of the Mentor-Protégé Orientation, you will work collaboratively to set
mentoring expectations and goals, and to discuss the frequency and methods of
meetings.
To
apply to participate in NRCS Mentoring as either a protégé or a mentor you
will need to complete an online application. The online application can be
viewed and completed at the following location: www.nrcsmentoring.com.
Above
all, to be committed to the relationship. As a mentor, you need to focus on your
protégé’s professional development opportunities (e.g., career planning, people
skills, etc.). Even though it can be a challenge given your day to day work, you
should attend scheduled meetings—or at least give fair warning when you cannot.
The Mentoring Coordinator plays a critical role in delivering NRCS Mentoring.
Each local area (e.g.,
State, Center, or Division) has identified a Mentoring Coordinator. Larger areas
may identify multiple coordinators. Smaller locations may coordinate their
efforts with other organizations in the same geographic area.
The Mentoring
Coordinator is responsible for managing and overseeing NRCS Mentoring for their
local area. The Mentoring Coordinator generates interest in the program in his
or her local area, encourages employees to apply, works with supervisors to
obtain their support, participates in the selection and matching of mentors and
protégés, delivers training to mentors and protégés, answers questions, serves
as a resource to mentors and protégés as they progress through their mentoring
relationships, troubleshoots and provides conflict resolution for pairs that may
run into problems, and conducts ongoing evaluation of the program.
Serving as a Mentoring Coordinator is a collateral duty that requires commitment
of time and energy, but these efforts will provide immediate and long-term
benefits to NRCS employees and the agency.
It is
relative, of course. You are driving the relationship, so you are responsible
for gleaning as much information and guidance as possible for your career
development. NRCS is providing a framework for mentoring; it is up to you to
make it work to your advantage. Come to each meeting with an agenda (maybe five
things that need to be discussed), thus optimizing the time you spend with your
mentor.
Now
that the requisite admonishments are out of the way, consider this: anyone who
has been at NRCS with significant experience is going to have an array of
interesting and important things to say. Also, your mentor has gone through a
selection process to participate, so he or she has more than enough knowledge to
properly guide you.
Your
mentor will help you become better assimilated, help you understand and navigate
the agency’s culture, and guide you to the best resources available for
additional learning.
It is
your career. That is why it is up to you to drive the relationship. In addition
to establishing an individual development plan, you should set the agenda for
each meeting and work out the logistics of time, location, etc. Also, be
considerate of your mentor’s time.
For
various reasons (e.g., personality mismatches, time constraints, etc.), the
mentor and protégé may not hit it off or be the best match. First and foremost,
there will not be dire professional consequences if this happens!
Before
giving up—and only if you’re comfortable doing so—talk with each other about why
things are not clicking (in some circumstances it might be pretty obvious). One
thing to keep in mind: having personalities that conflict (e.g., an introvert
vs. an extrovert) might actually be a benefit. If you’re an introvert,
you might learn from your mentor how to successfully communicate in meetings and
deal with internal or external clients assertively. In short, mentors and
protégés don’t have to be kindred spirits to work well together.
If
things still don’t seem to be working, or if you aren’t comfortable trying to
work it out on your own, contact the Mentoring Coordinator. He or she will work
with you to try to resolve the conflict, but if all else fails then the pairing
will be dissolved, without any negative impact, and the Mentoring Coordinator
will try to find a new partner for both the mentor and protégé.
Generally, mentoring relationships require that both participants have contact
with each other more frequently at first. Once the relationship gains a solid
footing, contact probably will be less frequent, but more productive. Contact
via voice mail, e-mail, or real-time discussions are major parts of establishing
quality footing in the relationship. If you are not sure if your contact is too
frequent, just ask. The Mentoring Coordinator will also check in with you
periodically to ensure that you are meeting with your partner on a regular
basis.
At the
beginning of the relationship, you and your mentor should establish ground rules
that should clarify what you should and shouldn’t ask. Questions should
generally be limited to professional development and career growth. Inquiries
about confidential organizational issues or business unit personalities (“Is
Todd as difficult to work for as he looks?”) should be avoided. Of
course, you may ask questions that relate to lessons learned by your mentor
(“How did you manage to balance your project management responsibilities while
also taking on a special project?”). And as your relationship develops, you
may find that you and your mentor are mutually comfortable discussing more
personal aspects of your professional growth and development.
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