Mentoring of a New Employee in the Work Place- myassignmenthelp

Question: Discuss about theMentoring of a New Employee in the Work Place for Trust. Answer: Using effective interpersonal communication and non-verbal and verbal communication will mentor the new employee by bringing trust and maintain confidentiality. Communication strategies and techniques are useful in mentoring new employees at work places (Charles 2016, 45). Different non-verbal and verbal communication methods can be employed to suit the work environment. To develop supportive relationship with Sally there is need to have a proper communication to take place. Some communication techniques useful in developing supportive relationship include: Facial expressions and direct contacts which help her to feel respected, understood and motivated to learn. In addition create a positive and open body language is required when working together. Simple illustrations and expressions are appropriate in creating a free environment conducive for working (Rosengren 2015, 35). Some of the issues that Sally requires include: how to acclimatize with the new working environment, how to relate with fellow workers and clients, understanding the nature of work, and confidence while working. The issues affect the behavior and emotions of the mentee at the work place and need to be considered and managed appropriately. The mentorship agreements are needed with Sally covering the following: Confidentiality: Before the beginning of mentoring relationship agreements will done by providing explanation of circumstances in which confidentiality will be broken. Each of the circumstances will be given to the mentee through explanations to avoid cases where the employee becomes disgruntled. One rule for maintaining relationship is that no sharing of information of the mentee with other staff (Lebster-Stratton 2014, pp68). Goal: Agreements will be done on the goals to be achieved during the mentorship program. The goals will be broken down to specific objectives and work packages. During mentorship process each of the targets will be expected to be performed during work. The agreement will be done to ensure that there is no conflict of interest of the nature of work, and each party is working based on unity of command. Time frame: The entire process of mentorship will be subject to specific time limits. Specifications of the period to accomplish certain tasks and expected results will be agreed upon. The timeframe is useful in scheduling time spent with a mentor and time spent at work alone. The mentee will need to balance time well to ensure that lessons are learnt from mentorship program and from work environment. Responsibility: Responsibility is defined as part of tasks allocated to individuals who will be answerable to them. Agreement should be done on the tasks that Sally is indirectly or directly answerable to and gives authority to her perform them. Responsibility is used to give employees power and authority to perform certain tasks with confidentiality and effectively. The reason that might have led Sally to be quiet and withdrawn include: lack of support and co-operations from other workmates, everyone minding their own business, lack of recognition of the efforts and contributions by Sally, and discouragements from the other workmates. Example of communication strategies that can help to support and correct the issues include: probing using thinking questions, self-disclosure of previous experiences, interpreting several tasks not understood, confrontations on terms not clear, and asking open-ended questions (Dwyer Patricia.2013, pp.45). The current mentorship agreement will base on using self-disclosure which assures the mentee that similar experiences are found in work set-up, and one need to focus on the future. The self-disclosure helps the mentee to feel confident knowing some of the issues are known and are common practices found in work place (Gordon 2016, pp.67). The new changes to be negotiated with Sally include is to identify better ways of establishing trust, providing appropriate personal experiences, acknowledging mentee strengths, acknowledging employee contributions, and employing constructive feedback. The negotiation will help the mentee to control the mentorship program which will enable to continue expressing feelings and emotions freely. The new method to the mentorship process is to adjust the relationship with Sally will be by increasing contact with the mentee either by sharing meal with her in non-working settings. The method employed is to increase relationship between mentee and the mentor. Building relationship and using communication techniques and methods will increase confidentiality trust and building rapport (Mahoney 2013, pp.465). References Charles, B., 2016. Changing behaviour: using counselling theraphy. Waterdown : Pathfinder international . Dwyer, Patricia., 2013. Achieving Positive Behaviour, A Practical Guide. Dublin: Centre for Education Services, Marino Institute of Education. Gordon, Gerard., 2016, Managing Challenging Children. Ireland: Prim-Ed Publishing. Mahoney, Paul J., 2013, Challenging Behavior, Information and Guidelines for Boards of Management. Dublin: National Association of Boards of Management in Special Education. Lebster-Stratton, C., 2014, How to Promote Childrens Social and Emotional Competence. London: Paul Chapman Publishing Rosengren, D., 2015, Building motivational interviewing skills: a practioner workbook. Newyork: Guilford Press.