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Mentoring schemes

The extent to which mentoring schemes encourage line or offline mentoring relationships. [Pg.22]

Due to the immense importance of the issue of choosing between line and off-line mentoring relationships, as well as between an informal and formal approach for your mentoring scheme, these issues will be discussed in detail in Chapter 3. [Pg.22]

As for mentors and mentees, there are very few real risks for the organization as a result of running a mentoring scheme. Most, if not all, of them can be avoided by planning, implementing and monitoring the program carefully. [Pg.41]

No positive performance changes. Again, in a carefully designed and implemented scheme this should not be a regular feature. However, there will always be some individuals whose performance does not improve as dramatically as that of others. Furthermore, when running a mentoring scheme you should not expect to see any substantive behaviour changes in less than 1 year (Murray and Owen, 1991). [Pg.42]

Mentoring schemes can be incorporated into any kind of business transformation, including ... [Pg.51]

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International mentoring schemes

Mentoring

Mentoring programs schemes

Mentoring schemes implementation team

Mentoring schemes marketing

Mentoring schemes objectives

Mentoring schemes participation

Mentoring schemes problems

Mentors

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