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New Employee Mentoring

A high level plan for a new-hire mentoring program

Andrew Youngberg

on 18 October 2012

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Transcript of New Employee Mentoring

New-Hire Mentoring Background Participation Requirements Mentor Appreciation Thank
You! Current new hires are expected to learn job duties through unstructured “on the job training”. These employees often handle fragile components and contribute to a large percentage of scrap and rejected finished goods from our customers. A new hire training program will provide employees the opportunity to gain the necessary knowledge and skills to complete their job responsibilities successfully and without error. 1.) Employee must have over five years of service Reward mentors for participation in program: Employee Training Standards Objective: Develop a process-oriented mentor program that establishes a standard for new employee training. - Defective Parts
- Customer Complaints
- Shipping Errors Mentor Program Top performing manufacturing employees that volunteer their time to help facilitate the new hires’ thorough training schedule Mentors All new hire employees entering through one of our temp agencies. Mentees According to Dressler (2011), “Effective mentors set high standards, are willing to invest the time and effort the mentoring relationship requires, and actively steer protégés into important project, teams, and jobs” (p. 334). Create a standard process to properly train all new employees Proposed Solution: What is the underlying issue? No Standard in Employee Training! 2.) Perspective mentor must have received exceeding reviews over the previous two quarterly review periods 3.) Employee must have over six months experience in the job function for which they would be training Four week intensive training schedule covering all aspects of the new employees' job duties Mentor Program Guidelines Mentor to be chosen by functional area supervisor A consistent rotation of mentors must be established and maintained in order to provide diverse experiences to the program 1. Additional vacation day
2. Additional bonuses
3. Choice of gift from
Parker catalog Examples Steps For Success Quarterly follow up meetings to be scheduled with all previous mentor/mentee pairings Day 1 Complete February 2013 Conduct SWOT Analysis Address Concerns with HR and functional leaders Collect data on Cost analysis and SWOT Perform Cost Analysis March 2013 April 2013 January 2013 Day 60 May 2013 With functional managers' assistance, draft mentor program and request feedback from leadership Establish buy-in from functional leaders by outlining improvements in efficiency, cost, scrap, RPPM, and customer satisfaction Approve rewards program With the help of HR and veteran employees, complete standard work documents for mentor/mentee relationship Update Job duties for all functional areas supporting the mentor program Recruit pilot members for first round of mentor/mentee pairings Approve final mentor program documentation Hold mentor training for first round of selected employees to participate in program Launch mentor program upon arrival of first new class of hires 4.) Volunteer must complete two day intensive Mentor training Dessler, G (2011). Human resource management. (13 ed.). Upper Saddle River, NJ: Prentice
Hall.Jones, C. (2012, September 19). Telephone interview. References: Training standards will positively impact RPPM, customer service, and productivity metrics. Key Take-Aways A standardized approach to training will undoubtedly lead to a more efficient work force. Mentoring will ensure employees are trained properly across the organization. Improve factory culture by cultivating early interaction between new and veteran employees. Heighten employee morale with additional roles and rewards for success stories.
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