MENTORING PROGRAM

Home

About 4A Mission  Membership   Programs Conference  Mentoring  Scholarship   Chapters Listing   National Governance  Officers  Committees   News Archive

Contents: Program Summary Mentoring Program Objectives Mentoring Roles and Responsibilities Program Implementation Suggested Agendas for Meetings Measurement of Success Mentee Application Form (MS Word) Mentor Application Form (MS Word) Additional Suggested Topics for Meetings Program Manager

1. PROGRAM SUMMARY

The 4A Mentoring Program (4AMP) is designed to provide career and personal development opportunities to 4A members and support the AT&T’s Talent Capability Management (TCM) initiative.

The 4AMP will be initially rolled out as a pilot involving 10 pairs of Mentees and Mentors. While the 4AMP is a one-on-one pairing model, other models such as several Mentees to a Mentor can be examined should there be a lesser number of volunteer Mentors. This is a formal program wherein a system is in place within 4A to support the Mentees and Mentors to achieve their mutual goals and expectations. Although the formal relationship will run for one year, informal relationship at the end of the program is encouraged.

The 4AMP Stakeholders are as follows:

• Program Manager—Manage the 4AMP
• Mentors and Mentees—Active participants of the 4AMP
• Manager of the Mentee (Optional)
• 4A Mentoring Team—Develop and design the 4AMP
• 4A Leadership Forum—Sponsor
  

Participation in the 4AMP is not an assurance of promotional opportunities. However, this Program provides the best framework for career development of 4A members. This is a forum where 4A can establish a shared vision with 4A members, empowering them to take charge of their career goals and supporting the 4A mission.

Back To Top

2. MENTORING PROGRAM OBJECTIVES

The 4A Mentoring Program (4AMP) is designed to facilitate the development of AT&T 4A members’ skills, potential, professional progress, multi-cultural/ global awareness and sensitivity.

The program is designed with four goals in mind:

2.1 To provide members the opportunity to develop a mentoring relationship that will further invigorate and inspire personal and professional success.

2.2 To provide members the opportunity to gain broader perspectives about the corporation, its values, norms, expectations, and behaviors, and how gaining these perspectives can enhance member’s ability to make productive career decisions for themselves and AT&T.

2.3 To identify and provide qualified candidates to AT&T for promotional, growth, and development opportunities.

2.4 To report back to it’s membership, program participants, and the leadership of AT&T on the results of collaboration between mentees, mentors, and AT&T in the success or failure of the program’s goals. The 4A is committed to execute the 4AMP plan.

Back To Top

3. MENTORING ROLES AND RESPONSIBILITIES

3.1 Mentor

3.1.1 Role:

The role of the Mentor is to be a professional role model providing guidance for the Mentee to achieve their professional and personal goals. The best Mentors are successful people whose joy for work and life is infectious and inspiring to those around them.

3.1.2 Ideal Characteristics:

• Demonstrated interest and ability to facilitate growth of others
• Ability to build supportive relationships
• High degree of sensitivity towards others
• Established networks
• Variety of professional experiences
• Sincere willingness to support growth to all people
• Ability to be genuine givers
• Common Bond Values

3.1.3 Responsibilities:

• Share and believe in the goals and objectives of the 4A National Mentoring Program.
• Understand that the Mentee is responsible for his/her career development.
• Make time to be available.
• Proactive listener.
• Share candid concerns and feedback to support Mentee’s journey.
• Counsel Mentee on the culture and behavior of the corporation.
• Assist Mentee and Manager of Mentee by providing direction and opportunity for challenging assignments to benefit the mentee, only upon agreement by all parties.
• Maintain Open Communication (Accessibility)
• Provide Honest Feedback
• Behave as Role Model
• Share personal and family information, if appropriate
• Share professional information and experiences, successes or failures
• Address ineffective behaviors (be sensitive to the relationship and the form of communication agreed to by the Mentee)
• Keep Commitments
• Keep Confidences shared by Mentee

3.2 Mentee

3.2.1 Role:
The role of the Mentee is to be proactive in his/her own career development with the support, guidance and encouragement of a Mentor.

 3.2.2 Ideal Characteristics:

• Demonstrated past performance capabilities.
• Recognized high potential and credibility.
• Exhibited enthusiasm, motivation, and desire to ensure the success of the corporation, the API communities and the 4A National .
• Commitment to expand and deepen the practice of the Common Bond and to shoulder greater responsibility.
• Commitment to be a continuous learner and to self-development.

3.2.3 Responsibilities:

• Share and believe in the goals and objectives of the 4A National Mentoring Program.

• Understand that the Mentor’s role is to guide and support.
• Develop Career goals.
• Actively participate in the program.
• Maintain regular contact with Mentor.
• Demonstrate commitment by following through with the guidance and counsel of Mentor.
• Build an internal and external network to support professional and personal goals.
• Keep Commitments
• Maintain Open Communication (Accessibility)
• Create and Define Goals of the Relationship
• Initiate and Provide Feedback to Mentor
• Share personal and family information, if appropriate
• Share professional information and experiences, successes or failures
• Keep Confidences shared by Mentor
• Be appreciative of Mentor’s support

 3.3 Program Manager:

3.3.1 Role:

The role of the Program Manager is to administer the 4A Mentoring Program.

3.3.2 Ideal Characteristics:

• Experience in Project Management
• Conflict Resolution skills
• People development background and experience
• Verbal and written communication skills
• Interpersonal relationships skills

3.3.3 Responsibilities:

• Administer Mentoring Program as set by the 4A Mentoring Team.
• Provide program information to potential participants regarding Mentee and Mentor availability.
• Inform participants of their roles and responsibilities.
• Maintain periodic communication with Mentors and Mentees to support Mentoring relationship.
• Track and monitor program results.
• Compile list of Mentors and Mentees from 4A
• Perform Participant Matching
• Coordinate Training Sessions
• Provide or be the Resource for Conflict Resolution
• Be a sounding board on the Mentoring effort and their relationships.
• Encourage Additional Informal Mentoring
• Liaison among the Mentor-Mentee pairs, 4A Mentoring Team and 4A National Leadership.
• Perform rematch if appropriate
• Communicate program status and results to the 4A Mentoring Team and Leadership.
• Hold annual meeting of all Mentors and Mentees to share experiences and learning to continuously improve program.

 3.4 Manager of the Mentee:

3.4.1 Role:

The Manager of the Mentee plays an important role in the success of the Mentoring Relationship.

 3.4.2 Responsibilities:

• Understand that the 4A Mentoring Program is an additional process in place to support skill and career development of the Mentee and should be aligned with the Mentee’s functional job development.
• If requested by the Mentee, provide pre-program assessment of their employee-Mentee’s skills and operating style.
• If requested by the Mentee, provide input on Mentee’s strengths and opportunities for growth.
• If requested by the Mentee, actively participate in the Mentoring relationship, i.e., attend initial training, mid program review and graduation of the Mentee.

PLEASE NOTE: Joining a Mentoring program does not, in any way, imply dissatisfaction with the role and/or operating style of the Mentee’s Manager. The mentor’s role is to supplement the support provided by the Manager.

3.5 4A Mentoring Team

3.5.1 Role:

The 4A Mentoring Team (Team) sets the goals, objectives, guidelines and thrusts of the 4A Mentoring Program.

3.5.2 Ideal Candidates of a Mentoring Team:

• Local Chapter President
• Local Chapter Vice-President
• National Officers
• Asian Leadership Forum (ALF) Members

 3.5.3 Responsibilities:

• Create the 4A mentoring program
• Market and solicit potential Mentors and Mentees.
• Define and publicize the 4A Mentoring Program.
• Seek funding of the Program, if necessary.
• Present any modifications, parameters, metrics, etc. to the 4A National Leadership.
• Support the Program Manager(s).
• Update and maintain the 4AMP document.
• Periodically conduct program review and ensure successful implementation.

Back To Top

4. PROGRAM IMPLEMENTATION

In the 4A Mentoring Program, the mentee is paired with a mentor based on specific criteria (location convenience, goal/expectation matching, etc.) by the Program Manager. Participation in this program is not an assurance of promotional opportunities. However, this Program provides the best framework for career development. Below are the Program Implementation assumptions:

• The Program is designed to be strictly voluntary
• Program Manager to Handle Conflict Resolution and Possible Reassignments of Mentees
• Ten volunteer Mentees and an equal of number of volunteer Mentors will be selected for the pilot
• The Program design is based on a one-on-one pairing model.
• The mentoring relationship is primarily mentee driven.
• Training/orientation is a requirement.
• Qualified Mentors—those who have a strong belief in the merits of a mentoring relationship. An effective communicator capable of delivering balanced feedback
• Qualified Mentees—those who are proactive in the pursuit of their career development
• Clearly Defined Roles, Responsibilities, and Expectations
• Well Planned pair Assignment
• Location Convenience, if possible
• Personality congruence.
• No Supervisor and Reporting Employee pairing,
• Ideally, mentor is two levels above mentee
• Goal/Expectation Matching

Mentors and mentees are first required to complete separate Application Forms (see Appendix). The information is kept confidential and will be used to match mentors to mentees with similar interests that can offer guidance in the mentee’s areas of need.

In addition, mentors and mentees are requested to participate in an orientation session. The purpose of the session is to ensure that mentors and mentees understand the expectations and responsibilities that are essential to the success of their joint efforts and partnership.

Completion of the orientation session signals the start of the mentor-mentee relationship. The mentor-mentee can set their own schedule of meetings. It is recommended that meetings should take place at least once every quarter. Phone calls and email consultation can take place more frequently, depending upon the mutual needs of the parties involved.

Program Manager(s) will consult with either of the mentor-mentee partner to assess and support the development and status of the relationship.

The mentoring relationship will be evaluated annually. The purpose of the evaluation is to review the progress of the relationship and goals attainment. Continuation and termination of the relationship is an integral part of this evaluation as well.

Back To Top

5. SUGGESTED AGENDAS FOR MEETINGS

The suggested agenda for the very first two meetings is designed to create a climate that will help produce a successful and lasting mentor/mentee relationship. In addition to the suggested agenda, participants of the program are also encouraged to look into Appendix C for additional topics. Please note that these agenda and topics are only suggested. participants, especially, mentees, should feel free to identify topics that will help them with their professional growth and career development.

Meeting # 1:

• Getting to know each other
• Clarify expectations from both sides (program objectives, roles, process, etc.)
• Determine the frequency of the meetings and set up the next meeting

Meeting # 2:

• Explore possible career topics and questions
• Help the mentee to set clear career objectives
• Identify possible action plans

Back To Top

6. MEASUREMENTS OF SUCCESS

The establishment of the program itself is a measure of success this year. Ongoing, the mentoring program success should be measurable in quantitative and qualitative terms.

Quantitatively, the program should measure the number of candidates expressing an interest in being mentored, the number that were successfully aligned with a mentor, the number of those volunteering to become mentors and the number who actually accepted and started a mentoring relationship. Over time, on an annual basis, goals should set to increase all the above measures by a set percent and plans should be executed to reach those goals.

Qualitatively, on an annual basis the effectiveness of the mentoring program should be measured through a survey (or other appropriate means). The areas measured should include levels of satisfaction and effectiveness as perceived by the mentor and the mentee as well as improvements suggestions. Findings of the survey should be leveraged to fine-tune the program continuously.

Back To Top

ADDITIONAL SUGGESTED TOPICS FOR MEETINGS

• Review 4A National Mentoring Program goals, roles and responsibilities, and process.
• Discuss mentee’s and mentor’s interests and expectations, e.g. Profile Questionnaire.
• Explore mentee’s career interests and goals.
• Explore jobs, functions, and roles that mentee would enjoy.
• Explore mentee’s environmental preferences.
• Explore the mentee’s consideration for balance among personal, family, community and corporate success.
• Explore and discuss mentor’s expectations and constraints.
• Develop a working agreement.
• Schedule the next meeting.
• Identify next meeting agenda.
• Explore mentee’s job assignments, skills, job functions, achievements, successes, concerns, failures, and obstacles.
• Explore mentee’s challenges in the development toward career interests and goals.
• Explore the influence of the functional group, managerial, and corporate perspectives on the mentee’s performance.
• Explore possibility of mentee’s career direction, functions, and paths.
• Schedule next meeting and set tentative agenda.
• Explore and discuss possible plan of action for mentee’s career paths.
• Explore and discuss the "best choice" for mentee.
• Counsel mentee on supportive training and education programs.
• Counsel mentee on job assignment and experience that enhanced the desired requirements for the chosen path.
• Counsel mentee on the organizational culture, political framework and expected behaviors.
• Counsel mentee on the essentials of networking.
• Explore and discuss mentee’s current issues, ideas and experience.
• Mutual evaluation and review of the mentor-mentee relationship thus far. Mutually develop/review future course of direction and plan of action. Share this outcome with the Program Manager.
• Review the outcome of the first two meetings.
• Provide each other feedback on the mentor-mentee relationship and progress thus far.
• Provide mentee with support, information, and guidance on business and personal issues/concern created by the changing business environment.
• Provide mentee with opportunities for exposure and challenge.
• Meet with other mentors and mentees to share ideas and insights about the program.

Back To Top

MENTORING PROGRAM MANAGER

• Kate Lee, 4A National Mentoring Chair

Back To Top