M2.03. Analysing the conditions relevant to the mentoring process at the workplace

Problem

Possible cause

Possible solution

Managers use mentoring to deal with poor performers

Don’t understand program goals, avoiding alternate action

Discuss program goals, role of mentor versus supervisor

Time-management issues

Program is placing unrealistic demands on participants, lack of commitment, program not an integral part of the human resource strategy, orientation and training takes too long

Review program expectations Review HR strategy and the place of mentoring in this.

Lack of immediate visible result

Unrealistic expectations, Not enough time available for participants to work on relationships and goals

Allow reasonable time before judging outcomes, provide time for participants to allocate to the relationship

Few people want to participate as mentors or mentees

Inadequate advertising and promotion, lack of support for participants, too many other work pressures

Review communications strategy, Clarify goals Provide adequate resources

Unsuccessful matching

Personality clash, difference in styles or standards, poor selection and or matching

Review selection and matching procedures, allow no fault divorce

Discontent among nonparticipants

Jealousy for not being selected, misunderstanding of program goals

Increase opportunities for appropriate matchings, promote program goals more widely

Mentoring partnerships not operating according to guidelines e.g. not taking their role seriously, failing to provide or accept feedback, one party taking credit for the other’s work, the mentor using the mentee as member of staff

Role expectations not clearly established, poor training, inappropriate selection

Renegotiate expectations, provide adequate training, renegotiate partner