Mentoring Program Resource Guide

BUILDFORCE MENTORSHIP PROGRAM

The Mentorship Program materials provide information and tools to help employers implement successful mentoring programs. The guide incorporates best practices for the construction industry and includes information and resources on program planning, program preparation, training, support and monitoring, and evaluation and adjustment.

Includes the following products:

  • Complete Mentorship Program binder package
  • At a Glance card
  • Certificates
  • Facilitator's Training Slides
  • Implementation Guide and Background Materials
  • Learner's Handbook
  • Mentor's Handbook
  • Orientation Slides (Mentors & Learners; Owners & Contractors; Supervisors & Superintendents)
  • Quick Reference Card
  • Read me first – certificates, orientation slides and mentor stickers
  • Stickers
  • Video: Six Steps to Mentoring

BUILDFORCE EMERGING TRENDS IN MANAGEMENT, SUPERVISION AND MENTORING

This study was designed to shed light on issues identified by people in the field of management, supervision and mentoring in construction. It examines whether further attention should be given to a number of questions, including: How are construction apprentices mentored? How important is mentoring? What does it take to be a good mentor? Are journeypersons well prepared to take on this task? What is the typical career path for supervisors? What non-technical skills do they need? Canpotential candidates be identified early in their careers? Are the roles of supervisors and managers changing? How do these workers acquire their skills?

SKILLSPLAN MENTORSHIP PROGRAM

The Mentorship Program is a new approach to on-the-job training. It is based on six simple steps that break down the learning process into a series of easy-to-follow steps that are a natural way to teach and learn.

Skilled journeypersons will act as mentors to new apprentices. Fourth-year apprentices may also qualify as mentors if they are ready to transfer the skills that they have learned to the next generation.

In this way, apprentices can learn to be the best from the best. Journeypersons have the opportunity to pass on their knowledge and experience, making for a stronger, safer, and better industry.

Both the mentor and the apprentice will be trained in how to use the six simple steps.

What are the Six Steps?

  1. Identify the point of the lesson
  2. Link the lesson
  3. Demonstrate the skill
  4. Provide opportunity for practice
  5. Give feedback
  6. Assess progress

CMAA CONSTRUCTION MANAGER IN TRAINING PROGRAM (CMIT)

This link takes you to their actual plan, which is detailed and potentially relevant as its focus is on mentoring people who supervise others.

About CMAA

The Construction Management Association of America is North America’s only organization dedicated exclusively to the interests of professional Construction and Program Management.

THE CONFERENCE BOARD OF CANADA

The Conference Board of Canada has a number of articles on mentoring programs. Unfortunately NWR does not have an account so I cannot view the actual documents, but I’d expect CNRL to have an account. However I can read abstracts; below is a link to a couple webinar/articles:

The Conference Board of Canada and The Niagara Institute present a 60-minute recorded webinar that features Ross Roxburgh and Beverley Patwell from the Niagara Institute and Alan Booth from Deloitte Canada.

In this session, qualified and experienced practitioners share with you their wise practices, experiences and advice on how to establish mentoring programs and what you can do to develop mentors so they can be effective in sharing their expertise, knowledge and eminence to develop the next generation of leaders in your organizations.

Webinar Highlights

  • This session covers the following topics:
  • The definition of mentoring
  • The roles of the mentor and mentee
  • Wise practices in establishing, sustaining and evaluating Mentoring Programs in your workplace
  • The Art of Mentorship, a ‘real-life’ success story on how a Mentorship Program is enhancing the development of senior leaders in a large complex organization to mentor their successors and the next generation of leaders.
  • An overview of how the Niagara Institute supports the Art of Mentorship through skill building and program development.

Mentor Match, Bell Canada’s unique, on-line mentoring program, has been recognized as 'best-in-class' by leading organizations. How does Mentor Match operate and what benefits does it bring to both Bell Canada and its employees? This briefing gives you the answers.

Document Highlights

Is mentoring the new mantra of the millennium? Certainly, it addresses many of the challenges that today’s organizations are facing: an ageing workforce, increased competition, and the need to transfer and extend employees’ knowledge. Of all the mentoring programs that have been developed, Bell Canada’s Mentor Match program has been recognized as being one of the best.

HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM

The above link is the PDF “Elements of Effective Practice for Mentoring”, which is youth-based, but they say can be incorporated into any mentoring program in any setting.

A PERSPECTIVE ON EFFEICTIVE MENTORING IN THE CONSTRUCTION INDUSTRY (need to purchase)

Purpose – The present study aims to provide a perspective on effective mentoring in the construction industry by examining key mentor characteristics as perceived by construction professionals.

Design/methodology/approach – A total of 170 union construction workers rated 55 mentor characteristics based on to what extent each was characteristic of a superior, average, or poor mentor.

Findings – To identify the most important mentor characteristics, three criteria were relied on: means of characteristic ratings of a superior mentor; effect sizes of mean differences between ratings of poor and superior mentors; and correlations between characteristic ratings of superior mentors and satisfaction with mentors. Significant mean differences were found between characteristics of poor and average mentors as well as between poor and superior mentors.

Research limitations/implications – Possible future directions include an investigation of the relationship between competent mentors and personal characteristics, and potential health and safety outcomes resulting from effective mentoring in the construction industry.

Originality/value – Although mentoring has been the focus of much research, the mentoring relationship is quite different in the construction industry and little mentoring research has targeted this industry. To develop an effective mentoring program in this industry, one of the initial steps is to identify characteristics of effective mentors in this industry.

CHRONUS CORPORATION

Chronus has a number of articles and documents about mentorship programs, creating programs, elements of a program, etc.

They also have a number of articles and documents on coaching.

ChronusCorporation empowers mentoring, coaching, and continuous learning initiatives by combining cloud-based software and program best practices to provide a complete talent development solution.

BEST PRACTICES: MENTORING (UNITED STATES OFFICE OF PERSONNEL MANAGEMENT)

Good document for program strategy and planning.

NASA MENTOR PROGRAM

This program is generic in writing, so it could be applied to various types of work.

Documents to Reference…

COAA APPRENTICE MENTORING PROGRAM

HUMAN RESOURCES – ARTICLES ON MENTORING

The above links to a website where there are numerous articles on the benefits of mentoring, characteristics of mentors, etc. Not an actual program, but supportive information.

OPSOA MENTORING AND COACHING PROGRAM FOR SUPERVISORY OFFICIALS

This program is from the Ontario Public Supervisory Officials’ Association, but there could be some reference material in this program.