Mentoring and Job Shadowing Program

Purpose:

The purpose of the Lewis and Clark SHRM Mentoring and Job Shadow Program is to provide a safe space for individuals interested in Human Resources, or related fields, to develop Human Resources experiences under the guidance of a seasoned Human Resources Professional.

Eligible Participants:

Participants must be current, active, members of Lewis and Clark SHRM. Students are eligible to participate in this program so long as they are an active member of Lewis and Clark SHRM.

Mentee/Shadowee Enrollment Process:

  1. Potential Mentee/Shadower must complete the Lewis and Clark SHRM Mentoring and Job Shadow Program Application located on the Lewis and Clark SHRM website and must submit completed form to
  2. The candidate will be matched to a mentor/shadowee based on goals and development plan.

Mentor/Shadowee Enrollment Process:

  1. Potential Menter/Shadowee must complete the Lewis and Clark SHRM Mentoring and Job Shadow Program Applicationlocated on the Lewis and Clark SHRM website and must submit completed form to
  2. The candidate will be matched to a mentee/shadower based on goals and development plan.

Mentor Program Toolkit

What is a mentor?It is a holistic role as this relationship draws upon the experiences of the mentor. This person is active in the field.

Coaching vs. Mentoring:Coaches have not necessarily performed the role as mentors have and coaching is more tactical and not able to be “in the shoes of the mentee”. Mentoring is a learning relationships and it involves sharing experiences. The mentee seeks guidance in his/her career.

  • Roles need to be clarified
  • Goals need to be defined by mentee first and then mentor
  • Objectives of the partnership need to be set
  • Commitment from both partners in relationship
  • Timeframe of relationship defined
  • Clarity of mentee’s work and career goals
  • High levels of trust

Helpful Hint: Encourage and share feedback continuously and continuously evaluate relationship.

First Meeting

  • Set agenda
  • Meetings scheduled- where and when? How often?
  • How much time are we committing to this?
  • How to we schedule our meetings?
  • Length of relationship?
  • What is our goals and objectives of this program?
  • Recognize and establish the importance of trust
  • Maintain ownership of the process with the mentee as mentee should drive the process
  • What should be talked about at first meeting?
  • How the flows of meetings look?

Helpful Hint: Schedule many meetings in the beginning to establish the relationship

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  • What kinds of topics will you discuss?
  • Communication and listening skills
  • Client partnerships
  • Personal productivity
  • Project management
  • Time management
  • Meeting effectiveness
  • Building teams
  • Work/Life Balance
  • Influencing Others
  • Setting goals
  • Improving reporting relationships
  • Learning people management
  • Organizational visibility
  • Negotiation Skills
  • Performance Issues
  • Conflict Management
  • Motivating Others
  • Developing Others
  • Delegation/Empowerment
  • Creating a vision
  • Setting direction

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Mentoring Worksheet

Mentee Name: ______Mentor Name: ______

What is the purpose of the relationship?

What are you looking to get out of this experience?

What are your career goals?

Where do you want to be in………….

5 years______

10 years______

Where are you today?

Title:______

Responsibilites:______

What are the gaps from where you are today and where you want to be in…….

5 years______

10 years______

What are your challenges today?

  • Strengths
  • Opportunities

Game Plan: What are 5 Things your are going to do to “bridge the gap”?

Short Term

# / Task / Timeline
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5

Long Term

# / Task / Timeline
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Job Shadow Tool Kit

Itinerary

Snapshot of the Day:

  • Introduction – 20 Minutes
  • Meet shadowee and their direct manager.
  • Spend a few moments walking the area to introduce yourself and your purpose.
  • Following Daily Activities – 3 Hours
  • Closing/Wrap-Up – 20 Minutes

Helpful Hints & Tips:

  • It’s important to have a discussion right off the bat with parties involved regarding the informal, attentive, non-judging manner of the day. You are here to learn!
  • Ask for instruction to truly understand the process.
  • It’s important to make room for people to share their struggles, but it must be approached in an indirect manner to inspire an air of openness and prevent the barriers of title/hierarchy gap to wreak havoc on the experience.
  • Ask indirect, process oriented questions instead of directly asking what’s wrong.
  • Don’t draw conclusions, ask questions.
  • Approach the experience with a child-like curiosity; be open, innocent, and eager.
  • Measure success by learning.
  • Do you have a general understanding of the process?
  • What can you do to improve/impact that area of focus?
  • Approach the lessons learned without fire and brimstone.
  • Bring it to the appropriate channels (POST-experience) without forcing, punishing, or admonishing.

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