Mentoring

The professionals at Orahill have extensive experience from within Fortune 500 companies in all phases of each type of mentoring program.  If you are considering the engagement benefits of conducting a program, wanting help with implementation, designing, or in need of a review of your current programs effectiveness, we can help.

PROGRAM DESIGN

Determining the type of programs to provide the results you need.

MATCHING

Facilitate the matching process in close partnership with internal subject matter experts.

COMMUNICATIONS

Improved communications to impact every phase of your program.

ENGAGEMENT

Maintaining momentum, assisting with conflicts, anticipating needs.

TRAINING

Mentorship, partnership, protégé and program training for kickoff and educational webinars.

CLOSING

Live or virtual closing celebrations to provide a solid foundation for future networking.

Formal Mentoring

Has a specified time period, a selection criteria for all participants, and contains structured activities within the program (selection event, selection database, skills assessment, personality type assessments, formal events, mid-year energizers, formal ending, and extensive program support for individual success and training). The business may define the goals of the relationship and data is collected around the participants, goals and outcomes. 

Informal Mentoring

Within a company, this type of relationship can be captured for data analytics and influenced by providing data bases of available mentors/protégés for employees to select and approach without many formal requirements. The program would then support the relationships with several products to encourage success defined by the pair. There is generally no time table forced upon this relationship.

Situational Mentoring/Strategic Partnerships

A purposeful model of mentoring based on a needs analysis specifically created for knowledge transfer.  For example, if you have hired 20 new employees in a specific department and would like to integrate them into the culture, assigning one new employee to an existing employee with the express purpose of learning the "way" the company runs would leap-frog new employee assimilation. Other examples include grooming succession candidates or ensuring knowledge transfer from retiring employees.

Group Mentoring

When a larger pool of people are identified as needing the same information, group mentoring is a tool that can produce a transfer of knowledge in a productive manner with a high degree of engagement. A group is broken down into teams of 8-10 people and engaged once a week, biweekly or monthly in a facilitated fashion to discuss a predetermined set of topics. Typically lasting ten sessions, this style is flexible in its offering based on the needs of the company.

Organic, As-Needed and Unstructured Mentoring

Mentoring relationships that form as a course of working together.  They are not supported in any way other than the two people managing the connection as they would any other purpose driven relationship.

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