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Mentoring also works in reverse training course

You may find it useful to be mentored at different stages of your professional life tapping into the knowledge of somebody more senior and/or of greater experience who through their ability to listen, question and challenge, enables you to establish a course of action with confidence.Mentoring also works reverseReverse mentoring is a development technique that as the name suggests takes traditional mentoring and simply turns it around to enable younger employees to mentor their senior colleagues. This works particularly well when new technology is introduced. Reverse mentoring helps with the generational divide and provides wins for all in enabling exposure to new skills and enabling mutual respect through insights to what each individual has to offer a business.Mentoring also works in reverse training courseThis aim of this course is to enable you to consider how mentoring will work well in your organisation and implement the approach that will return on investment.. Mentoring is a powerful performance development tool; it can also eat up huge amounts of time and lead to frustration if not well thought through. This two day mentor development course will provide you with the tools, resources, and skills to implement and evaluate a mentoring programme. You will identify and design:The purpose of the mentoring programmeThe target audienceThe specific benefits of mentoring in your organisationSelection criteria for mentors and menteesHow to evaluate mentoring activityDesign codes of conduct and mentor support materialDevelop mentor competencies

Course Information

Who the course is aimed at

Those who wish to implement successful mentoring schemes

Course Agenda

Mentoring Also Works in ReverseProgramme ContentMentoring also works in reverse Day OneSetting up a mentoring scheme Bringing Clarity to what you want to achieveEstablishing your definition of mentoringWho will the mentee's be and how will they benefit?What is the scope of mentoring activity is the focus on, their current role, career development or a future goalWhat is the demand for mentoring likely to be?How will the organisation, department, division, benefit?What are the criteria for eligibility?Mentee EligibilityIdentifying characteristics of the menteeWho would most benefit...establishing target groupsAre you focusing on certain staff grades or staff groups?Targeting for positive action - targeting particular groups, women or men or Minority EthnicitiesMentor EligibilityWill mentors be internal to your department?Do you need a cohort of mentors who are senior in grade to your potential mentees? Or is greater experience, at the same level, just as useful?Is it advantageous within the aims of your scheme for mentors and mentees to work in the same discipline or profession?Providing guidance for mentorsThe code of conduct what should it contain?Confidentiality or Disclosure of Information PoliciesProcedures for reporting and getting advice about concerns about a menteeProcedures for the mentee to report significant barriers to meaningful mentoringMentor me agreementsKeeping notes of the discussionHow and when to bring a mentoring relationship to an end,Evaluating outcomes MentorEvaluating Achievements - MenteeWhat a mentor needs from the organisationProtected time to mentor not an add on to an existing workloadProviding RecognitionPeer mentoring support mechanismsMatching Mentor and MenteeThe interventionist approach, using criteria to match mentor with menteeThe blind date practice of random assignment of mentors to mentee perils and pitfallsSupporting the evolving mentoring relationshipSelecting a mentee on the basis of talentAvoiding matching mentors who have influence on a mentees careerMentoring also works in reverse matching across the generational divideConsiderations - Matching criteria gender, culture, education, background and age.The potential consequence of too much similarity creating clonesThe potential for contrasting styles to lead to learningIrreconcilable differences from too much contrastScheduling MeetingsEstablishing realistic frequencies and timescales for meetingsIs contact outside of scheduled meeting acceptable?Forms of contact, Skype, face to face, hangouts, zoomFirst Meeting EssentialsAgreeing the requirements and expectations of the relationship, and making your role clear.Getting buy in to the Mentor Me agreementUsing The Action Learning Cycle to structure the first meetingMentoring also works in reverse Day TwoDeveloping Mentor CompetenciesListening actively holding the focus on the mentees agendaCuriosity and the power of quality questionsDeveloping feedback finesseIdentifying the frame of reference and encouraging re framing identifying new optionsEstablishing priorities among a range of optionsHelping the mentee to find and own solutions beware imposing your own agendaHow to provide advice rather than answers.Balancing support and challengeFocusing on what works well. Using Appreciative Inquiry during mentoringHelping the mentee to see the bigger and longer term pictureRecognising the signs of excessive dependency on the mentorTools to Aid the Process of MentoringMentoring Diaries: A useful record of meetings and reflectionsForce Field Analysis: Establishing Criteria for and against a course of actionSWOT: Analysing Strengths, Weaknesses, Opportunity & Threats in a proposed course of actionSAND: Analysing Strengths Achievements, Needs and Demands of individualsGROW: Goals, Reality, Options, Will. Establishing realistic goals and options to support achievementEvaluation Criteria for Mentoring ActivityProcess Criteria: Clear objectives Regular, purposeful meetingsContent Criteria: Feedback, mentee could raise issues and challenge mentor.Outcome Criteria: Progress and career development NetworkingEvaluating through interviews, focus groups, external evaluationExploring Alternative to MentoringBuddyingCoachingNetworkingSponsorship

Typical start and finish time each day


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Spectrum Training Services was established in 1998 - We design and deliver competency based training programmes. We know how easy it is for incompetence to walk through the door as a result of poor recruitment practice,and how that incompetence is accommodated through ineffective approaches to performance management. I am also astounded at the amount of training and development that is purchased that fails to develop competence. Spectrain design learning and development for organisations in a range of sectors. We design blended learning solutions to address:- Compliance Requirements- Change Scenarios- Strategic Initiatives- Talent Development- On Boarding- Skills DevelopmentSo, whether you need an approach to training that develops the competence that your business needs, or a little support with competency based recruitment, perhaps guidance around how to implement a competency framework, simply contact us to chat about what's required.

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