Professional Mentoring Program

Participant Resource Guide

Former mentor TJ Schmaltz, LLB, BCL, CHRPFormer PMP protégé Nilesh Bhagat, CHRP

 

  Dear HRMA member,

Congratulations on being selected to participate in HRMA’s Professional Mentoring Program (PMP)!

This mentoring resource guide serves to clarify your roles and responsibilities in this professional relationship. Please take the time early in the program to discuss the contents with your partner and consider participating in the suggested activities.

The most successful mentoring relationship exists when both the mentor and the protégé agree to explore and learn from each other and when both partners are contributing and working to keep communication lines open. The protégé role is one of being an ‘active partner’ and the mentor from that of an ‘authority’ to more of a ‘facilitator’. More importantly, the shift in the learning process is from one that is mentor-directed to one that is self-directed with the protégé responsible for their learning. With the assistance of our Regional Mentoring Volunteer Leads and volunteer committees, orientation/kick off events have been arranged in your region, where possible. These sessions will orient you to the program, lead you through this PMP Guide, and provide you with tips on how to ensure a successful partnership. Much of this information is based on the recommendations and ideas of our past program participants, mentors and protégés alike. There are many benefits and reasons for being involved in the PMP, both intrinsic and extrinsic. I hope this experience will be a positive one and will result in the enhancement of your professional development. If you have any questions or concerns at any point throughout the program, please feel free to contact me at any time.

Thank you for your participation!

Quinne Davey Professional Mentoring Program Manager Human Resources Management Association

mentor@hrma.ca

 

Table of Contents

A. Introduction to the Professional Mentoring Program Definition of Mentoring pg. 1 Types of Mentoring pg. 1 Function of Mentoring pg. 2 Benefits of Mentoring pg. 2 Commitment pg. 3 Expectations pg. 4

B. The Protégé Role

Characteristics pg. 5 Responsibilities pg. 5

C. The Mentor Role

Characteristics pg. 6 Responsibilities pg. 6

D. Planning & Tips

Planning your Mentoring Relationship pg. 7 Accountability Agreement & Development Plan pg. 8 The Initial Meeting pg. 8 Tips for Success pg. 10

E. Resources & Support

Staff Support pg. 12 FAQs pg. 13 Additional Resources pg. 15 Templates

o Appendix A – Accountability Agreement pg. 16 o Appendix B (i) – Development Plan pg. 17 o Appendix B (ii) – Sample Development Plan pg. 18 o Appendix C – Mentoring Log pg. 19 o Appendix D – Initial Meeting Template pg. 20

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A. Introduction to the Professional Mentoring Program

The HRMA Professional Mentoring Program (PMP) is an exclusive member’s only program that links an established human resources professional with an emerging HR practitioner, an HR professional transitioning into a new field of interest, or perhaps a professional who is taking on a more significant HR role within their organization.

The PMP is intended to provide a vehicle for orienting, guiding, and supporting participants throughout their relationship thereby resulting in the enhancement of their professional development, whether as a mentor or a protégé. Definition of Mentoring Mentoring is a special type of relationship that has at its core the professional development of a protégé through counsel and guidance of a mentor. It is an ongoing, planned partnership that focuses on helping the protégé reach specific goals they have developed, over a set period of time. It develops on a foundation of mutual trust and respect. A mentor is an experienced person who commits to helping another person reach important goals through coaching, listening, advising, and guiding. A mentor does not establish or complete the protégé‘s goals or objectives. A protégé is an individual who receives advice, coaching, assistance, and feedback from a more experienced person with the desired outcome of achieving the goals that they have set. The protégé must have clear goals and be willing to be guided. A successful mentoring relationship should lead to positive outcome for both the protégé and the mentor through the expansion of knowledge, skills development, and creativity. The mentoring relationship provides a safe forum to discuss work related issues. As such, it should be viewed as a partnership, where both parties openly and freely exchange ideas, discuss challenges and explore potential solutions.

Types of Mentoring

Informal mentoring is what happens naturally in our everyday relationships. Informal mentoring relationships happen on their own as opposed to being actively developed or structured with explicit goals. There are generally no expectations, regularly scheduled meetings, or sanctioning organizations.

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Formal mentoring, on the other hand, happens when the relationship is structured, with clearly defined expectations, and the protégé and mentor make a connection with help or direction. Typically, the protégé and mentor agree to meet over a specific period of time and on a regular basis. The intention of this relationship is for the protégé to grow and learn by the mentor’s example, expertise, and support.

The HRMA PMP is a formal mentoring program and is most effective when the structure, expectations, and goals are stated and understood from the outset.

Function of Mentoring Educational mentoring is directly or indirectly aimed at improving the protégé’s academic performance, or teaching the protégé some specific information or skills.

Career mentoring, which can incorporate aspects of educational mentoring, generally assists the protégé in acquiring new skills, gaining exposure to another’s area of expertise and knowledge, receiving guidance with the advancement through their career path, or supporting the protégé in the workplace.

The HRMA PMP functions as a combination of both educational and career mentoring.

Benefits of Mentoring

Mentoring brings value to everybody in its practice: protégés, mentors, and the organization(s) for which they work. Protégés have an opportunity to gain wisdom from someone who has travelled the path before them. Mentors have an opportunity to invest themselves in someone who seeks what they can offer.

Benefits for Protégés: Insight into the pros and cons of various career options and paths Increased self-awareness and self-discipline An expanded personal network Support in the transition to a new role or location A sounding board for testing ideas and plans Positive and constructive feedback on professional development areas

Benefits for Mentors: Proven method to share ideas, try new skills and take risks Enhanced capacity to translate values and strategies into productive actions

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Increased awareness of personal biases, assumptions, and areas for improvement

Renewed enthusiasm for their role as an expert Personal fulfillment from investing in others1

Commitment

The HRMA PMP relationship consists of one mentor and one protégé. Both parties are equally responsible for actively participating in the PMP and committing to the following:

Commit for the period of 9 months from mid-October to mid-June of each year (may extend this if both parties agree)

Participate in at least 1-3 hours per month of interaction with your partner Establish (protégé) or support the development (mentor) of clear goals and

objectives Continue to be a HRMA member in good standing during the formal program

dates Complete an evaluation at the completion of the program

Expectations

The value of a ‘good match’ is difficult to measure. However, both individuals must recognize that success will only be realized through individual and mutual commitment. A mentoring relationship should never be initiated where there is an expectation that such a relationship guarantees enhanced career opportunities for the protégé. Mentors and protégés typically enter their relationships with assumed expectations of each other. Sometimes, they have been disappointed because expectations weren’t met or even discussed. To prevent this and help you with your planning, be clear about expectations and responsibilities at your initial meeting so the relationship has a firm foundation from which to build. Think about what will make your partnership successful and include this topic as part of your discussion.

Unreasonable Expectations

It’s easy for a protégé to assume that the mentor will be more actively involved than the mentor is able. As a general guideline, the mentor should not be expected to:

Drive the relationship or do the work for the protégé Be an expert in every imaginable development area

                                                            1 SHRM Mentor Guide: Self‐Paced Workbook 2007 

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Provide the protégé with personal introductions to other people unless they are comfortable and have offered to do so

Spend more time on the relationship than he or she is willing or able to give Take the lead in the relationship, setting up all meetings and driving the protégé’s

career development Develop a friendship with the protégé outside of the boundaries of the

relationship

Protégés: Remember that you own your development, not your mentor. It’s up to you to

identify objectives as well as keep the relationship focused and moving forward. Be prepared to ask for specific advice on your skill set, ideas, plans, and goals.

The more specific you are the easier it is for your mentor to respond in a meaningful way.

Be complete yet succinct in your comments and explanations If you get corrective feedback, don’t try to defend yourself but rather ask specific

questions such as “What don’t you like about ____________?” or “What would you do in a similar circumstance?”

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B. The Protégé Role Characteristics: An ideal protégé should be…

Eager to Learn – one who has a strong desire to learn new skills and strives to elevate own level of expertise

Able to Work as Team Player – and willing to contribute as much as possible to the mentoring relationship

Patient – must be willing to put in the time and effort and understand that career advancement doesn’t happen overnight

Risk Taker – must be willing to move beyond tasks mastered and accept new and more challenging experiences

Positive Attitude – should not be afraid to fail, a hopeful attitude will lead to success!2

Responsibilities:

Take initiative and be proactive in and responsible for your career development Initiate the scheduling of regular meetings with your mentor Allow flexibility with regard to meeting times and places Play an active role in setting personal goals and communicate those to your

mentor Initiate discussions and activities and seek feedback Follow through on your commitments and the timeline you and your mentor have

set Be willing to be coached and ask for and receive feedback in a non-defensive

manner Attend formal mentoring training, progress reviews and other events whenever

possible Pass on the gift of mentoring

“Mentoring is a brain to pick, an ear to listen, and a push in the right direction” John Crosby

                                                            2 NASA Mentoring Program Handbook 2003 

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C. The Mentor Role Characteristics: A successful mentor should be…

People Oriented – one who is genuinely interested in people and has a desire to help others develop and grow

Good Motivator – needs to be able to motivate a protégé through encouraging feedback and challenging assignments

Effective Teacher – must understand skills required by the protégé’s position and assist with setting goals to achieve these when needed

Respects Others – one who shows respect for another’s well-being and differences in opinions, values, and interests

Responsibilities:

Take initiative to make the first contact and be willing, able and available Establish a foundation for clear, open, honest two way communication Help your protégé develop an appropriate learning plan Play an active role in supporting the protégés goals and define strategies for

success Give sound, constructive, tactful and honest review of the protégé’s progress Accept the protégé as a legitimate colleague with potential for high performance

and promote their self-confidence Provide help and serve as sounding board for issues relating to your protégé’s

goals Attend formal mentoring training, progress reviews and other events whenever

possible Be open to learning from your protégé

“One of the principal reasons that mentoring relationships fail is that the learning process is not tended to and the focus on learning is not maintained”

Lois Zachary

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D. Planning & Tips

Planning your Mentoring Relationship A poorly planned an unstructured mentoring relationship can be a waste of time. By following a more systematic approach protégés and mentors can be more effective and productive in their relationship.

Step 1: Building the relationship Focus on getting to know each other and establish a foundation of trust. Begin to explore the experiences and goals of the protégé and mentor. Relax and recognize that becoming acquainted is a critical first step that will ultimately lead to more positive results. (Use Appendix D – Initial Meeting Template)

Step 2: Define the terms of your agreement After you have become acquainted, you’re ready to define the terms of how your time will be spent together- a set of ‘ground rules’ for your mentoring relationship. For example, you will want to determine your schedule for meetings and any other logistics. This is also the time to review and agree on roles and responsibilities of your role, whether protégé or mentor. It is best to clarify any limitations or preferences you may have at this time. Setting clear expectations will help the relationship run smoothly. (Use Appendix A - Accountability Agreement)

Step 3: Develop the protégé’s goals and strategies to achieve Developing the protégé’s goals and strategies to achieve those goals is the longest step in the process as this is when the work is undertaken. This step comprises most of your mentoring efforts. For the protégé, having some idea of personal goals coming into the program will help to move the process along to the point of defining the more specific objectives and strategies to achieve them. Following the principles of SMART goals – Specific, Measureable, Achievable, Realistic, Time Sensitive – as an example, will help to get things on track. (Use Appendix B – Development Plan)

Step 4: End the relationship Planning a formal ending is an important aspect of the mentoring relationship. A formal ending will prevent the relationship from dwindling without focus or worse, disintegrating from inactivity. It also gives each mentoring partner a needed sense of closure, the opportunity to celebrate accomplishments, and possibly a transition into a less formal partnership or new mentoring arrangement. It is an excellent time to evaluate your work together, finish your last objectives, and plan for future options. Attending a regional member year end event is a great way to formally close your relationship.

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Accountability Agreement and Development Plan HRMA recommend that both parties complete the Accountability Agreement and Development Plan included in this guide within the first few meetings. (See Appendices A, B (i), and B (ii)). The Accountability Agreement serves as the backbone for the mentoring relationship. It provides the framework for the scope of the relationship and acts as a contract between the mentor and protégé. You will need to discuss this agreement during your initial conversation or meeting. It serves to determine the confidentiality standards, establish the boundaries for the relationship, help you set your meeting schedule, and ways to monitor progress. The Development Plan is to help both parties set goals and ways to achieve those goals. Please use it to outline the SMART goals that the protégé has identified as part of their participation in this program. The development plan template includes areas where you can discuss and plan out their objectives and what measures you will look at to determine success. You can also include activities that you think will help support them in reaching that goa. Additionally, you can use this plan to outline what resources or support you can identify ahead of time. Finally, ensure you have set some defined timelines to keep you on track.

Any agreements between the protégé and mentor must be done with goodwill and confidentiality. For CHRP credit you must have a signed and completed Accountability Agreement and your CHRP Mentoring Log for recorded hours. The Initial Meeting During your first meeting, you can help your mentoring relationship get off to a good start by candidly sharing your experiences and expectations, discussing goals, and listening carefully.

1. Take the time to get to know each other before the first meeting Beforehand, ask for a brief bio of your partner or review their Linked In profile (if

applicable) Discuss where you both currently work/go to school and your career story - how

you got from ‘there to here’ Ask questions about your partner’s interests and hobbies Confirm contact information and preferences

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2. Talk about the Professional Mentoring Program

Why did you get involved? Have you participated in this or any other mentoring program before? What do you hope to gain or take away from this experience?

3. Determine the ground rules and your goals

This is a good time to begin to discuss the PMP Accountability Agreement and set the ‘ground rules’ of engagement- means of communication, meeting schedule, notification of any changes, meeting locations if doing so, etc.

If the protégé, plan to bring with you your preliminary goals for the program If the mentor, begin to guide the discussion around the protégés goals and what

some of the outcomes and the timeline could look like

4. Discuss options and opportunities for learning and networking If you have not already attended the PMP Orientation Session/Kickoff event in

your region makes plans to do so together or watch the on-demand video recording

Discuss what kind of assistance or opportunities might exist and also be appropriate for the goals discussed

Consider your partner when looking at opportunities for yourself that might be of interest to them as well

5. Define the deliverables

Look ahead to the end of the program and discuss what a successful mentoring relationship would look like to you

Complete the PMP Accountability Agreement together at your first meeting Develop the protégé’s PMP Development Plan and establish the goals/objectives

and the desired outcomes for the next one, three, six months Set a date for the next meeting and ideally pre-schedule all your other meetings

for the next few months

Additionally, you may also wish to consider these general questions:

Mentors:

What should I know about you? What are your expectations of me as a mentor? What are your expectations of yourself? What challenges might we face in your development? How should we address any challenges that should arise?

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What do you value in a working relationship? What are your concerns, if any, as we move forward in our relationship? What are your interests, hobbies?

Protégés:

What should I know about you? Why are you interested in mentoring? What are your thoughts about my development goals? What challenges might we face in our relationship? How should we address any challenges that should arise? What do you value in a working relationship? What are your concerns, if any, as we move forward in our relationship? What are your interests, hobbies?

For long distance mentoring relationships:

How do you plan on managing the difference in time zones and locations? How will you communicate taking into account these differences/challenges?

Tips for Success

Here are a few tips for setting yourself up for a successful mentoring relationship:

1. To enhance opportunities for learning and/or networking you should….. Discuss how HR is conducted/practiced in the organizations you work in Attend the PMP Orientation Session together, whether ‘in person’ or web-based Attend other HRMA functions (i.e. roundtables, business mingles) together If appropriate, and both parties agree, introduce your partner to your own HR

network

2. To track your progress towards your goals you should…. Complete the PMP Development Plan to document your goals and review

regularly Set SMART goals – specific, measureable, achievable, realistic, time specific Provide regular feedback to each other and evaluate progress Discuss what you have learned from each other Be aware of inconsistencies – check for the difference between ‘what is said’ and

‘what is done’

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3. To communicate effectively you should…. If possible, plan for your first meeting to be ‘in person’ Complete the PMP Accountability Agreement at your first meeting to set out the

‘ground rules’ Be open and honest at all times Be considerate of each other’s time and other commitments Actively participate in the relationship and initiate conversations

4. To maintain confidentially in your relationship you should…. Respect the privacy of your partner Discuss what, if any, boundaries there are at the outset Do not disclose the details of your conversations and communications

5. Have fun and make the mentoring relationship a positive experience! Share your stories of successes as well as failures- we are all human after all Develop your cache of HR jokes as you never know when they will come in

handy Share your mentoring experience with others to create awareness about this

very valuable ‘career development’ strategy

“Do not wait for leaders; do it alone, person to person” Mother Teresa

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HRMA Staff Support

If at any time you have questions related to your participation in the mentoring program please first reach out to your regional mentoring committee member. Their names and contact information would have been emailed to you at the start of your program. Additionally, the Mentoring Program Manager can be reached at any time at mentor@hrma.ca Your regional member relations managers are also here to support. Quinne Davey Member Relations Manager, Coastal Vancouver, Greater Vancouver & Fraser Valley qdavey@hrma.ca Toll free 800.665.1961 ext. 104 Tim Read Member Relations Manager, Southern & Central Interior & North tread@hrma.ca Direct 1.250.317.8344 Carolyne Taylor Member Relations Manager, Vancouver Island ctaylor@hrma.ca Direct 1.250.479.4235 Rita Koeller Member Relations Manager, Yukon rkoeller@hrma.ca Direct 1.867.332.4102

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Frequently Asked Questions (FAQs)

Q: How often should I meet with my partner? A: You can meet with your partner as often as you like, but it is important to meet at least once a month in order to maintain a valuable relationship. Some professionals have less discretionary time than others; therefore, their approach for staying in contact is by e-mail or telephone calls. Accessibility and maintaining contact is essential for the relationship of mentor-protégé.

Q: How and what are we going to talk about during our first meeting? A: You and your partner have been provided with information on how to find one another (e-mail, telephone, etc.) Generally we recommend that the mentor take the first step and contact the protégé. Remember, you and your partner have been matched on the basis of something you have in common. More than likely you will have similar interests. If, after the first few minutes of meeting with your protégé, you do not find much to discuss, you may want to tell him or her more about yourself (e.g. hobbies, organizations you volunteer for, etc.)

Q: What do I tell my partner about myself? A: Your partner is probably very interested in your professional life. Share with him or her information about yourself and how you became interested in the profession, your current role in HR, or your involvement with HRMA. You may share personal information at your discretion. Some people may wish to connect with you personally as a general point of reference. If you are uncomfortable with this, however, it is imperative that you share this at the outset.

Q: What kinds of activities can I do with my partner? A: There are many possibilities but the activities will depend on both parties’ availability. Most of us are very busy but try to schedule a social activity (coffee, networking event, HRMA event) from time to time. Undoubtedly, there are activities that you engage in regardless of whether you have a mentoring partner or not. In a recent survey, many protégés wrote favorably of meeting their mentors for lunch or dinner. Please remember that if you decide to invite your partner to an activity you are not expected to pay for him or her. It is important to discuss boundaries and expectation early on. You are not expected to attend social gatherings of a personal nature.

Q: What do I do if my partner shares very serious problems or confidential matters with me? A: If you believe that a professional is needed, you may suggest that your partner speak to the Mentoring Program Manager or a staff member at the HRMA office who will refer them to an appropriate person for assistance. Also, be sure to tell your partner that the information discussed will not be shared with friends, family members, or colleagues.

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Q: What do I do if the relationship with my partner is not working (i.e. lack of interest, unable to coordinate schedules)? A: If after a few interactions, it is clear that the relationship will not work, reach out to your Regional Mentoring Volunteer Lead(s) first to discuss solutions. Matching mentors and protégés is very challenging. A team of volunteer committee members in your region do the matching and they will be the best source of guidance to start.

Q: Are mentors responsible for academic assistance? A: Mentors are not responsible for providing academic assistance. If your protégé needs academic assistance, please call the HRMA Office and your protégé will be referred to the appropriate person for assistance.

Q: How do I account for the time I have spent in the mentoring program for CHRP points? A: Protégés and mentors with their CHRP designation can amass CHRP credits for the time spent mentoring. The PMP Manager can provide verification of the fact that you are a participant in the program for any given year for the purpose of an audit; however, you must maintain your own log of the actual time spent with your protégé /mentor. That is the purpose of the Mentoring Log in this Resource Guide. You must also ensure that you and your protégé/mentor are in agreement as to the time that you have spent together.

Q: How many points do I get for my CHRP Log? To satisfy the requirements of the Canadian Council of Human Resources Associations (CCHRA) Certified Human Resources Professional (CHRP) National Recertification Log, mentors and protégés may amass renewal points under Sections B1 and B2 at 1 point per hour of mentor contact to a maximum of 20.

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Additional Resources

For more information on HRMA events and mentoring related articles please visit our websites:

www.hrma.ca www.hrvoice.org

Additionally, there is a HRMA Mentoring Linked In Group which you are free to join. You must first be a member of the HRMA Linked In Group and you can then join the Mentoring Sub Group. Some additional websites that you may want to visit with mentoring resources:

www.mentoringcanada.ca www.mentoring.org www.mentoringgroup.com www.mentoringgroup.com/newarchive.html www.coachingandmentoring.com www.mentors.ca

*Note: HRMA is not endorsing any products, software, or other items on these websites. These links have been included as references only.

“People seldom improve when they have no other model than themselves to copy” Oliver Goldsmith

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Appendix A

HRMA Professional Mentoring Program

Accountability Agreement

We, the undersigned agree on the following terms of reference as those which will guide our mentoring relationship. We have discussed the ground rules and protocol by which we agree to work together.

Additionally, and in the spirit of partnership, we agree to collaborate on the development of a work plan. This will be completed by both parties to this agreement in a timely manner and will form the framework for our future meetings for the duration of this professional mentoring relationship and program.

In order for this to be successful and for this to be mutually rewarding and satisfying we agree to:

1. Meet regularly as follows:

2. Have identified the following opportunities and venues for learning and networking:

3. Respect the ground rules that we have established for the duration of our time together. They are:

4. Provide regular feedback to each other and evaluate our progress. We will do this by:

5. Maintain confidentiality in our relationship

6. Be respectful of the challenges of time and importance of open communication

7. Agree that in the event that either of us feels that this relationship is no longer productive or the learning situation is compromised, we will notify our Regional Mentoring Volunteer Lead(s) and/or the Program Manager; seek outside intervention and/or conclude this relationship.

___________________________________ ______________________________________

Mentor’s Signature & Date Protégé ’s Signature & Date

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Appendix B (i)

HRMA Professional Mentoring Program

Development Plan Template

GOAL:

Development Objective

Measures Development Activities

Resources/ Support

Timeline

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Appendix B (ii)

HRMA Professional Mentoring Program

Sample Development Plan

GOAL: To improve my skills in initiating innovation and change, identifying member needs, and oral presentation skills.

Development Objective

Measures Development Activities

Resources/ Support

Timeline

Improve ability to communicate ideas that may be different than those around me

-Take every opportunity to communicate my ideas -Articulate my thoughts on paper and then review them so I can understand what I mean -Take notes during meetings or after conversations

-Analysis of other peers that are outspoken or articulate -Attend communication workshop

-HRMA Mentor - Course professor for “Effective Communication”

-Set up mock meeting with my mentor in 1 month -1.5 months to apply in my social or professional setting

Improve my oral presentation skills

-Receive critiques that are mostly positive -Increased confidence in my skills

-Observe and analyze at least three excellent models recommended by mentor -Videotape practice presentation and get critique from mentor

-Attend the “Presenting like Pros” workshop offered by HRMA

-Observations completed by Month 2 -Training received by Month 4 -Critiques analyzed by Month 6

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Appendix C

HRMA Professional Mentoring Program

Mentoring Log

Mentor/protégé: To satisfy the requirements of the CCHRA CHRP National Recertification Log, mentors and protégé may amass renewal points under Sections B1 and B2 at 1 point per hour of contact to a maximum of 20 points. Please keep this record, with signatures, in case of audit. For more information on these requirements go to www.cchra.ca.

Name of Mentor: ________________________ Signature of Mentor: ______________________ Name of Protégé: ________________________ Signature of Protégé: ______________________

Date Method of Contact Length of Contact

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Appendix D

Initial Meeting Template

This template is offered to assist you in preparing for your initial mentoring meeting. You can also use this for subsequent meeting planning by deleting the information and entering your information.

Meeting Time, Date and Location:

Mentor Name:

Protégé Name:

Prior to the Meeting: Schedule initial meeting and book time in your calendar.

During the Meeting:

1. Get to Know Each Other: Share information about hobbies, family, interests, etc., and work (roles, responsibilities, career path)

2. Complete the Accountability Agreement: Clarify roles and set clear and realistic expectations, boundaries and accountabilities for the partnership.

3. Establish Protocol/Code of Conduct: Define the behaviors that you and your partner will engage in during the course of your meeting and the mentoring relationship. For example: Listen with respect and interest, provide honest and balanced feedback, assume ownership of outcomes, ensure confidentiality of information etc.

4. Review Protégé’s Personal Development Plan and Discuss Career Aspirations: o Discuss career goals and developmental objectives, o What is it you hope to gain from this partnership o What is your individual learning style or preference

5. Determine Areas of Support for Protégé: o Enhancement of current job performance o Career plan development and/or realize longer term goals o Strengthen competencies or developing new skills o Expanding network connections

6. Assign Action Items: (Mentor & Protégé)

7. Schedule the Next Meeting: o Date: o Time:

After the Meeting: Confirmed Agenda items for the Next meeting: