PEER MENTORING FOR RESEARCH SUPPORT FACULTY (RSF)
The mentoring program for RSF began in 2007. The official policy for the program can be accessed here (pdf).
Program objectives
1. Facilitate orientation and professional development of new and existing
RSF
2. Assist employees in identifying and developing skills needed to
excel in their profession
3. Improve communication and networking among employees.
FAQ’s on Mentoring
1. What is mentoring?
2. How can I benefit from being mentored?
3. Who can be mentored?
4. Who are the mentors?
5. Can I be a mentor?
6. Are the mentors specially trained?
7. What are the guidelines and ground rules?
8. How is the mentoring program implemented?
9. What is my role as a mentee?
10. What is the role of the mentor?
11. What are the potential pitfalls in a mentoring relationship?
12. What resources are available to mentors and mentees?
What is mentoring?
Mentoring is a confidential, supportive and non-directive dialogue
for discussing work-related goals and challenges.
How can I benefit from being mentored?
You will receive:
•
Support and guidance for career enhancement and professional development.
•
Advice and guidance on the promotion process and developing your CV.
•
Insight into the structure and culture of the Department and University.
•
Honest criticism and feedback.
•
Access to a sympathetic, confidential listener outside your work group.
•
Guidance on responsibilities and professional priorities.
Who can be mentored?
Any RSF member in our department can be mentored. Please contact any
member of the RSF Committee if you are interested.
Who are the mentors?
Mentors are RSF with a long track record of work experience in the
College of Forestry. Alternatively, if you want to be mentored by
a professor or someone outside the College, we will help align you
with that person.
Can I be a mentor?
Yes, we are hoping that more senior level RSF step forward to be mentors.
Please contact the RSF Committee if you would like to serve in this
capacity.
Are the mentors specially trained?
All mentors are familiar with the guidelines and ground rules established
in the mentoring policy. Access to additional resources and references
are found on the mentoring resouces page.
What are the guidelines and ground rules?
•
Participation in the mentoring program is voluntary and should be approved
by the employee’s supervisor. Concerns about time commitments
for employee involvement in the mentoring program should be discussed
with the Department Head.
•
The mentee is expected to make progress toward their stated goals.
•
Mentor and mentee agree on what will be discussed.
•
Mentor and mentee share responsibility for and commitment to the relationship.
•
Mentors and mentees must keep all information discussed in the sessions
confidential and in accordance with University and Department policies
on equal opportunity, diversity, inclusiveness, code of conduct and
privacy.
•
Mentors and mentees are urged to frequently “check in” with
each other via informal phone calls or e-mails.
•
The overall developmental needs of the mentee are the main focus within
the mentoring relationship.
•
Mutual learning is an integral aspect of the mentoring relationship.
How is the mentoring program implemented?
•
Each employee requesting mentoring will be assigned an initial mentoring
committee of three RSF.
•
Pairing of mentee and mentor (or mentoring committee) will be outside
the mentee’s supervisory chain of command.
•
An employee’s mentoring committee will be assigned with consideration
to gender and racial diversity.
•
The mentoring committee will meet with the mentee within two months
of the mentee’s request for mentoring.
•
The mentee can choose one member (or more) of the mentoring committee
as an individual mentor.
•
Mentees should arrange to meet with their mentor(s) at least quarterly
for a period of one year. At the discretion of the mentee and mentor,
other sessions may be scheduled according to needs and interests.
•
Mentee and mentor have the option of disengaging from the mentoring
relationship if it is unworkable. In that event, the mentee can choose
another mentor.
What is my role as a mentee?
•
Take responsibility for identifying and achieving development goals.
•
Initiate meetings with mentor or mentoring committee.
•
Share expertise and experience.
•
Meet with and listen with an open mind to advice given by the mentor.
•
Weigh and judge advice before acting on the advice.
•
Be willing to voice and explain concerns.
•
Take advantage of opportunities for professional growth.
•
Take responsibility, be an active agent and judge of appropriate course
of action for career advancement.
•
Ask for advice and welcome constructive criticism.
•
Provide constructive feedback about mentoring.
•
Be considerate of your mentor's time.
•
Show appreciation for the time and assistance given to you by your
mentor.
•
Make only positive or neutral comments about your mentor to others.
•
Respect and protect the confidential nature of the mentoring relationship.
What is the role of the mentor?
•
Listen, ask questions, and help mentee identify goals and actions for
achieving them.
•
Provide the mentee with insights into building their career.
•
Provide information on professional development.
•
Help employees stay on track with professional goals.
•
Ensure that information regarding departmental or university policies
on professional development and advancement is current and correct.
•
Encourage and motivate mentees.
•
Act as a sounding board and confidante.
•
Share expertise and experience.
•
Be considerate of your mentee's time.
•
Make only positive or neutral comments about your mentee to others.
•
Be willing to voice and explain concerns.
•
Do not undermine the authority of the mentee's formal supervisor.
•
Respect and protect the confidential nature of the mentoring relationship.
What are the potential pitfalls in a mentoring relationship?
•
Lack of commitment by one or both parties
•
Lack of knowledge or skills for assisting mentee
•
Mentee’s over-dependence on a mentor
•
Not abiding by the confidentiality agreement or the university’s
code of conduct. Concerns should be brought to the RSF
Committee Chair or Vice-Chair’s attention to help determine appropriate course
of action to take.