Who is a mentor at work. Methods of mentoring staff. What companies need mentoring system

1.1. The present situation determines the goal, the tasks and procedure for the implementation of the institution of mentoring in the training system of labor personnel.

1.2. Mentoring is a focused activity of managers and the most experienced employees of the organization (institution) on the preparation of employees (interns) to independently performing official duties.

2. Tasks of mentoring

2.1. Tasks mentoring are:

2.1.1. Optimization of the process of formation and development of professional knowledge, skills, skills of employees (interns), in respect of which mentoring is carried out.

2.1.2. Assistance in adaptation of employees (interns) to the conditions of work activities.

2.1.3. Education of the professionally significant qualities of the personality of employees (interns), familiarization with the rules and traditions of the organization (institution) and its division.

2.1.4. Promoting the development skills of professional behavior of employees (interns), corresponding to professional-ethical standards and rules.

2.1.5. The formation and development of the responsible and conscious attitude to work.

2.1.6. Study with employees (interns) requirements of regulatory legal acts regulating the performance of official duties.

2.1.7. Providing moral and psychological support to employees (interns) in overcoming the professional difficulties arising from the fulfillment of labor duties.

2.1.8. Development of employees (interns) interest in employment.

2.2. The tasks of mentoring are implemented in the interaction of the head of the organization (institution), heads of structural divisions of the organization (institution), mentors and employees (interns) in the organization and conduct of educational work, psychological support and training.

3. Organization of mentoring

3.1. Mentoring is established in relation to the following categories of employees (interns):

For the first time taken to work in the organization (institution) for posts [enter the necessary], as well as graduates of educational institutions;

Displaced to a higher position or on a higher (equivalent) position in another unit, if the performance of new job responsibilities requires additional knowledge and practical skills.

3.2. Mentoring is set to [enter the desired] duration.

3.3. The mentor is appointed from among the staff of the structural unit of the Organization (agencies), which have high indicators with significant professional experiences showing the ability to educational work and using authority in the team.

3.4. The mentor carries out measures of mentoring activities in relation to one or more employees (interns) at the same time, depending on the specifics of work.

3.5. The mentor is appointed by order of the head of the organization (institution).

3.6. Responsibility for the organization of mentoring is carried by the head of the structural unit, which employee (intern) is scheduled to work.

3.7. Direct leadership and monitoring of mentoring organization is carried out [Position].

3.8. [Position] required:

Organize training mentors the basics of pedagogy and psychology, forms and methods of individual educational work;

Provide organizational and methodological assistance to mentors in planning and implementing educational events with an employee (intern);

To hear reports of mentors about the work done, stimulate the positive results of mentoring;

Analyze, summarize and disseminate positive mentoring experience;

Provide systematic consideration of mentoring issues.

4. Rights and obligations of the mentor

4.1. Mentor must:

4.1.1. Know labor legislation.

4.1.2. Study personal qualities of the employee (intern), his interests and hobbies, lifestyle and behavior. To participate in the development and implementation of an integrated personality study program (intern).

4.1.3. To provide comprehensive assistance to the employee (intern) in mastering professional skills, to identify and eliminate mistakes in the work activity of the mentor.

4.1.4. Educate from an employee (intern) discipline and extension, exercise demanding and principle in matters of compliance with the legality and norms of professional ethics.

4.1.5. Report on the results of mentoring work with an employee (intern), to participate in the preparation of the conclusion about the verification of the compliance of the trainee position on the results of the trial period.

4.2. Mentor has the right:

4.2.1. To get acquainted with the personal data of the employee (intern) in compliance with the requirements and conditions provided for by labor legislation in order to protect the personal data of the employee.

4.2.2. The proposals to the head of the structural unit in which the employee works (intern), to create the necessary conditions for the fulfillment of labor duties.

4.2.3. Participate in employee certification (intern).

4.2.4. Submit proposals to the head of the structural unit in which the employee works (intern), about its promotion, imposing a disciplinary recovery on it, moving in service.

5. Planning a mentor

5.1. Planning the work of the mentor for the preparation of an employee (intern) to independent employment is carried out for the entire period of mentoring organization for each employee (intern).

5.2. An individual training plan and training of an employee (intern) under the leadership of the mentor is compiled jointly with the head of the structural unit in which the employee works (intern), on the basis of the typical program of the instrument of mentoring in the specialty and is approved by the head of the organization (institution).

6. Completion of mentoring

6.1. Mentoring is completed by the mentor's report before the head of the structural unit in which the employee works (intern).

6.2. The activity of the mentor is assessed by the head of the structural unit for the following criteria:

Performance of the execution by the employee (intern) of official duties;

Level of professional knowledge, development of skills and skills of the employee (intern);

The ability of an employee (intern) to independently perform job duties.

6.3. The mentor's report is approved by the head of the structural unit and is attached to the personal cause of the employee.

6.4. Based on the proposal of the head of the structural unit, the head of the organization (institution) is considering in the prescribed manner the question of the promotion of the mentor.

6.5. The mentor for improper performance of his duties can be removed from mentoring, and also attracted in the prescribed manner to disciplinary responsibility.

In the workplace is the mentoring of new employees. Mentoring is the process of learning and involving new employees in the activities of an enterprise with one of the experienced specialists in this field of activity, profession or position. At the same time, mentoring in the company can have both certain advantages and disadvantages, and the methods of its organization, as well as the number of interpretations are quite diverse and therefore will be useful with them to familiarize themselves with each employer or by the personnel specialist.

Mentoring - what it is

In the modern labor sphere, mentoring is primarily a system for learning new workers with a full-fledged performance of the employment process. At the same time, this method of learning assumes the presence of certain, characteristic of it, and features. Mentoring in the company among other ways to train workers in their roots has the greatest history - similar methods of learning were the only for many millennia for the development of human culture and economics. But now, mentoring methods remain relevant, although not the only in matters - in more detail how the adaptation procedure is carried out in a separate article.

Often mentoring is combined with And these methods of learning and the introduction of employees to the case have certain common features in most situations. However, internships and mentoring themselves are various techniques for the adaptation of workers.

In itself, mentoring assumes the availability and participation in this process at least two people - a new employee and his immediate mentor. To optimize mentoring, one mentor may have several wards of employees, but the effectiveness of such a training method directly depends on their quantity, and is the highest in the presence of each new employee of a separate mentor.

In many ways, synonymous concepts with mentoring are considered mentoring and tutorial. However, there are some small fundamental differences in these terms. The mentor primarily provides practical training at work to implement already existing theoretical knowledge of the applicant. The mentality also implies a complete learning process - since the presentation of theory and ending with its practical application. The tutorial does not imply direct learning, but only support in self-learning employee and consulting support.

Directly labor legislation does not regulate the institution of mentoring and such a learning model, leaving a decision on the possibility of its application directly behind the employers themselves. Accordingly, employers need to make appropriate regulatory acts of the enterprise that would regulate mentoring as a process of training employees and would provide him with a proper legal justification.

Mentoring model in the company - General principles

The easiest way to demonstrate the peculiarity features as a model for training employees in the following example using the principle "Tell me - Show - Make". This training is carried out in three relevant stages:

The above steps are only the main scheme - in practice, the process of applying mentoring at the enterprise requires a much deeper approach and the study of each of the stages. It should be remembered that consistent training of individual workflows, especially in the framework of mentoring, is much more efficient than simultaneously learning the entire spectrum of employee responsibilities. Accordingly, prudent will be the preparation of the mentoring plan and the training of new employees - this plan can be as regulated by local regulatory acts, and remain fully on the solution of the mentors themselves.

Advantages and disadvantages of mentoring as learning methods

As a method of teaching mentoring has many positive sides, and that is why it is used quite widely in all areas of activity. In particular, the advantages of the mentoring of new employees can be attributed to its following features:

Individual approach. In the case of mentoring, it is distinguished by the most individual approach to each new employee, which distinguishes it from most other methods of training and adaptation, which cannot take into account all the features of each specific new employee.
Control. The mentor always has the opportunity and in most cases it is obliged to control the activities of the student employee. Due to this, not only the effectiveness of learning is ensured, but also the possible negative consequences from the wrong execution by the new employee of their duties are leveled.
Simplicity. Mentoring does not require the development of complex training systems, but primarily implies a simple transfer of experience of qualified workers to new employees, which greatly simplifies the process of implementing such a personnel adaptation method.
High efficiency. Due to the integrated approach, the experience of mentor and careful control is ensured by the extremely high efficiency of this method of learning, which leads to minimal timing of personnel adaptation in the workplace in comparison with other methods.
Reduced psychological load. Due to the continued presence of a mentor, to which you can contact for assistance in solving complex working issues, the overall level of psychological burden on the employee is reduced.
Good assessment of the potential of new employees. Due to the long and deep interaction with the new employee, the mentor has the opportunity to make his psychological portrait, identify the strengths and weaknesses and the development potential within the Company.
Improving relationships in the team. Since the mentor and the student can communicate not only on working issues, but also in an informal setting, such a system of learning in the long term improves relationships in the working team between employees.
Low costs. The organization of the mentoring system formally does not require any additional costs from the employer. However, in practice, such an approach is ineffective - mentoring must have certain stimulating surcharges for mentors so that they seek to fulfill their respective responsibilities. In addition, mentoring can be considered additional activities for which the surrender for an increase in the amount of work is provided. But in any case, even such costs may be less than the application of other training systems.
Wide scope of application. Mentoring can be used as part of any field of activity, subject to the presence of at least one employee who could make a mentor.

But despite a large number of advantages, the mentoring of new employees has certain disadvantages, which limits the scope of applying such a learning method in many situations. Thus, the mines of mentoring in the enterprise include the following characteristic features of such a mechanism:

Subjectivity. When organizing mentoring in the company, the evaluation of new employees and the effectiveness of training largely depends on the personal qualities and the personal relationship of the mentors themselves to new workers and the most mentoring itself. Therefore, there are certain risks of the absence of objective perception.
Low efficiency in separate areas of activity. Mentoring, first of all, is an effective learning method for qualified specialists of the main workshop. Regarding managers or low-qualified employees, as well as representatives of creative professions, mentoring is not an effective learning method.

The procedure for introducing mentoring at the enterprise requires an employer, though not too much actions, but still a certain attention to the individual aspects of such a learning system. So, first of all, it is necessary to fix this system in local regulatory acts. An example of such an act can serve as a provision on mentoring, adaptation of new employees or staff training, where the procedure for the application of this system, the basic rights and obligations of mentors and students and other nuances that ensure the legal framework of training under the organization will be considered.

Special attention to the employer should be given to the selection of mentors. So, the mentor must simultaneously comply with all of the following criteria:

The system of mentoring requires not only effective control of new employees by the mentors themselves. For the leveling of possible negative factors of the application of this system, in particular the risks of subjective perception, it is necessary to regularly verify the activities of the mentors.

In fact, the implementation of mentoring can be carried out both within the framework of the entire enterprise and individual structural divisions. In small companies, the employee itself can perform the employer itself - this approach is particularly relevant for individual entrepreneurs. The use of mentoring in large companies can often cause certain difficulties if it is not regulated properly. Another method of organizing mentoring can be attracting third-party specialists from personnel companies by outsourcing or other treaty.

Who should act as a mentor.
What functions to assign on the mentor.
Will the mentor pay additional remuneration.

Mentrancythe classical understanding is considered as a way to transfer skills and knowledge newcomers from a more experienced employee of the company. As a rule, this is a qualified specialist who has been working in the company for a long time and can introduce a new employee to the work course. Thus, mentor activity may include:

mentor can make the adaptation process for a newbie in the team more comfortable;
promoting career growth, professional development;
the mentor also takes part in assessing the activities of new employees during the trial period.

Especially obvious is the role of mentoring in the activities of fast-growing organizations. However, it should be noted that not in each company mentoring, despite the free of this "tool", takes place. This concept is usually associated with the help of adaptation of new employees in the team during the first three months of work. At the same time, this tool is not very actively used in the process of further development of the employee to help its potential to disclose completely.

For whom favorably mentoring in the organization

Mentor - As a result of mentor activities, a mentor who has the opportunity to develop management skills, participating in the formation of a professional team, improve its status in the company, conquer the confidence of colleagues;

An employee - he is given timely assistance at the stage of integration into the company, support for career and professional development;

The company - the instrument of mentoring will help stabilize the team, reduce staff fluidity and form a qualified team of loyal workers who will remain for a long time.

Personnel management will receive a powerful supporting resource.

Mentor, first of all, is necessary for: newcomers who came to the coordinated organization team; employees with a significant potential of professional growth; employees with low labor productivity.

Labor productivity: simple rules for its increase

What types of mentoring can be found in different organizations

Mentoring-Supervision - Mentor shares information about the organization, prospects for protege development, teaches basic skills. Relationships are built on the principle of control.
Formal mentoring - mentoring activities is to explain the objectives of work and training on specially organized trainings. There are formal procedures and mentoring rules.
Situational mentoring is the provision of the necessary assistance in difficult situations.
Informal mentoring. The mentor assumes all the responsibility for the "student". Option of voluntary mentoring without financial remuneration.

Effective mentoring: the principles of Yota

If there is no clear and understandable personnel training system in the company, then mentoring will not solve the problem of low qualifications of employees.

Find out what advice on efficient training of workers gives Yota, from the article of the E-magazine "General Director".

What techniques are used in mentoring

"Support" - the mentor assumes the obligations of the provision of lepid assistance, including participates in the development of professional skills during training;
"Sowing" - the trainee forms skills or knowledge that are not yet relevant, but will acquire value in the future when the situation will require this.
"Catalog": the trainee is immersed on the change environment, provoking a student to expand the horizon, with a change in the order of values \u200b\u200band perception. Training when achieving a critical level is experiencing a sharp jump.
"Show": The mentor on his personal example shows certain techniques, the skills of committing certain actions, ways to solve the tasks set, making working situations clearer.
"Harvesting": a mentor concentrates to establish feedback with the trainee. To understand what is studied during the training, which conclusions were made.

From how and who will work with an employee at the first time depends on its loyalty to the company

Julia Nemova, Personnel Head of Landia Group of Companies, Moscow

The employee on the probationary period is similar to the implant, which is introduced into the human body. To avoid rejection, without "supporting therapy" can not do. She becomes a mentor who tells a new employee about the specifics of professional duties, introduces the structure of the company, introduces to corporate culture.

Who can be a mentor

Not every company employee can be a mentor. This requires specific qualities:

Corporate. A person in his work is guided by the strategic priorities of the organization. Finds the balance of interests of the division and the entire company as a whole.
Ability to train. Ability to structure experience with transferring it for a young specialist. With a clear and consistent presentation of the necessary information and comments on the work of the student.
A responsibility. The mentor must be interested in the successes of his ward, carrying personal responsibility for solving problems arising from learning.
The ability to motivate others.
Influence. The presence of credit credit by communication partners. Required personal qualities and skills to influence others.

The program "Introduction to the Company" sets up one wave

Nina Litvinova, Director of the Department of Human Resources Management of Arpikik, Moscow

The training system is generally simple. As part of the program "ABS-restaurant", there are 3 studies of training. The first stage - an experienced lawyer introduces a novice with the service standards, the contents of the menu. Further, training in the team is being trained in the team - attract waiters from various restaurants. The following steps - a new employee receives knowledge of dishes (products). In our company, the main rate is made on professionalism, so the waiter should know everything about fish, meat, about all the presented dishes. In order not to score employees with superfluous knowledge, information for staff is differentiated - allocate mandatory and additional knowledge.

Program "Introduction to the Company". The Director-General introduces the general meeting of newcomers with the strategic goals of the company, I tell about the peculiarities of work in our company as a whole and about corporate culture. Instrumental adaptation - training skills, menu study, interaction standards at all levels, resolving conflict situations.

Mentor functions can perform:

The immediate head of the novice.
Personnel service worker.
Newbie colleague.

What is included in the rights and obligations of the mentor

The acquisition of the employee to corporate culture, with the transfer of rules of business and non-vocational communication, traditions and standards of conduct;
Identifying problem areas in the professional training of a specialist;
Participation in the formation of a central development plan of the student, with the provision of practical and theoretical support on probation and internship;
Making a proposal to encourage the student in accordance with the Company's practice;
Recommendation of the vertical and horizontal movement of the employee;
Granting the verbal characteristic on the trainee upon completion of the training;
The transfer of its received experience of "curatorious" to colleagues in the company.

Motivation mentor

The mediated method of material promotion of the mentor is to include the appropriate measured indicators in the KPI system (key performance indicators), from which the size of the salary and / or bonus depends on the execution. However, for companies specializing in professional services, intangible motivation may be crucial:

public recognition of the significance of employees for the organization;
attention to the problems of mentors by the company's management;
various internal corporate signs of differences for mentors - in the form of reference, signs, etc.

Including other motivation methods in the form of defining a better mentor, presenting memorable gifts during corporate holidays, etc.

Of course, ideally mentoring should be perceived as an honorary mission that increases their status without additional material motivation. This is possible in the case when the external market perceives your company as a very prestigious place of work.

Organization of the mentoring system in the company

Among the most important issues in the organization of mentoring issues should be noted:

Quality of mentoring activities.
The conscientiousness of the fulfillment of duties by mentors.

In organizations in which the mentoring system is used for the first time, the role of mentors can act:

volunteers;
workers who match the specified criteria as much as possible.

It is necessary to organize the process of mentoring so that learning newcomers has been positively reflected at the work of the mentor himself, otherwise the effectiveness of its main activity will deteriorate significantly. Ideally, the number of wards should not exceed 5-6 people.

Says the General Director

Dmitry Grankin, General Director of the Center for Distribution Press, Member of the Board of the Logos Group of Companies, Moscow

Employee training at the initial stage is the task of the Department of Human Resources. Employees of this department in the company high status. If the qualification of the employee is above the middle level, the personnel director becomes mentor. If the level below is the middle link, it will be in submission of the learning manager.

Then expected classes in the specialty. There are no profile universities in our industry, so we organized a corporate school to train specialists. Mentor of the novice is his direct leader. The direct supervisor will not only be able to understand the abilities and features of the subordinate, but also to promote the protege on the career ladder, understanding its ability.

Mentor for top managers is the CEO: puts the task before them and is preparing on corporate culture.

What methods of mentoring are found in organizations

1. Model "Guru and his follower." When the employee is subordinate to the guru with an authority in a professional circle, it becomes a follower to take advantage of the knowledge of the mentor. The student must observe, try to imitate and memorize. In this case, they do not explain anything in this case, you can simply be looking at their work. Pluses of the model: High professionalism of the student, if you manage to understand the principles of the Guru work. Cons of the model: the inclusion of the group in training is low, there is practically no feedback, the result can only be manifested through a significant period of time, and not always.

2. Model "Master and Apprentice". The master is ready to share with his apprentice. In the case of a responsive student, this model will be perfect. Including the equal proportions of the "whip" and "gingerbread". The number of students from the masters is quite large, however, the mentor has enough experience. The advantages of the model: the inclusion of the group is quite high, with operational adaptation, the achievement of excellent results "at the output", a team of like-minded people is formed. Cons Models: When leaving the masters, there is a chance to loss through the entire team. Some students are constantly focused on the mentor, without developing independent qualities.

3. Model "Creative Tandem". Few mentors are ready for such a relationship. It is assumed to receive a new, young specialist as equal, allowing him to feel it. Such a tandem works in conjunction, with the division of responsibility for the result, becoming a single working unit. The synergy effect is observed 1 + 1 \u003d 3. The advantages of the model: contributes to the high inclusion of the group, rapid adaptation, the formation of a full-fledged team, excellent results "at the output". Cons Models: The mini-group remains separate in the team; Usually, the departure of one representative of the tandem from the company leads to care and the other.

Individual mentors of mentoring

Training with the role-playing game. Actual method of sales departments, client department, call-centers. Training is carried out by a mentor manager as a role-playing game. The mentor acts as a manager, and the trainee is a "client".
Training with dual visits. An employee and head together visit the client. This visit is intended for effective staff training.

Group methods mentoring

1. Training in small groups. Mentor in the morning sends questions to employees - "What objections do you need answers?", "What typical situations in communication with customers lead to the main difficulties?"

The main task of managers in this case becomes collecting information and sending the received information to the mentor. The collection of information is usually given 3 days. Next, they are going together to make the mentor to consider the questions asked.

2. For call-centers. A group of three or four people is going, with the inclusion of audio recordings of negotiations. When learning newcomers, it is better to demonstrate a record of successful negotiations so that they copy the best techniques. Selling issues involves consideration:

what noticed good in the negotiations?
what can be improved in the dialogue, what do you need to work on?

Order and Regulations on mentoring in the organization

Formally, to organize mentoring it is possible according to the company in force on mentoring, or can be organized informally, becoming an element of corporate culture of the company. Usually in the state of mentoring the sections are presented:

tasks and objectives of mentoring in the company;
a list of professions and posts covered by the mentoring system;
molding forms;
requirements for a mentor;
stimulation of the mentor (used method of stimulating, the size of the premiums or surcharges);
the duties of the mentor;
duties of the student;
the result of mentoring is the development of a career of the trainee, checking its knowledge.

Five-shaped mentoring method On an example of training skills with cash registers

First stage: "I'll tell you, you listen." Theoretical information is provided, for example, the principle of operation of the cash register. First we consider the device of the cash register, how different operations are carried out, which difficulties occur when used.

Second Stage: "I'll show you, look." Newbie We demonstrate the principles of work, which keys should be pressed, with explanations of each step.

Third stage: "Let's do together." All operations are carried out with the newcomer.

Fourth stage: "DIY, I will tell you." The newcomer performs the procedure - if somewhere confused or missed something, we suggest it and help him. This stage should be held several times, until the newcomer comes to the error-free use of the procedure.

Fifth stage: "DIY. Tell me what I did. " In addition to mechanical pressing on the buttons, it is important for us to hear - whether a beginner understands, for which it performs certain actions, which plans to do next. After all, the fixing of conscious skills is more significant.

Staff training - what you need to know the head

Mentoric activity - the most effective staff training tool

Tatyana Kuzmina, Director of the Organizational Development and Personnel Management Department of the Autosoppens Center, Moscow

If the mentor is not an experienced colleague, but a professional consultant, then this is called coaching. We decided to prepare our coaches on the basis of the company. We are confident that the talented worker must share his skills and knowledge, otherwise he stops developing. When learning others, he himself often makes discoveries, because he has to learn a lot of information.

However, mentoring can be built on a more simplified scheme, which is widely practiced by the military. Spends 3 stages - a story, showing, training. In fact, this is an analogue of the five-step system.

It is necessary to smash long instructions and stages to small steps, separately working out each step taken to avoid rebooting.

The basic requirement is needed regular feedback with a newcomer. Speak him what is done wrong, what else should work, etc.

How to evaluate mentoring results

To determine the effectiveness of the mentoring system and the work of specific mentors, surveys of different types can be applied:

Targeted - to determine the degree of satisfaction with the mentoring system, and in particular, the work of the mentors;

More common - with incorporated issues of mentoring, including:

reviews of satisfaction and involvement;
"Rating 360 degrees."

It is quite difficult to objectively assess the efficiency of the mentor. Among the formal criteria, you can allocate the number of meetings with the trainee and how timely the estimated form was filled. It is unlikely that the formal indicators can be judged on the quality of learning. Therefore, indirect evaluation indicators are also common, including:

how successfully the new employee adapted to the company;
how effectively the new employee performs professional duties;
obvious professional growth, worker's development, etc.

But it is impossible to regard the successes of the ward as the only evaluation criterion. After all, there are also qualities and the motivation of the employee itself.

Typical mistakes in the organization of the mentoring system

The underestimation of the level of discomfort the conditions of the ward of the mentor. To prevent this error, you should form a trusting situation, with attentive learning to a new employee;
The imposition of his opinion for the trainee. To prevent the problem, you should ask questions about the assessment of different actions, but it should not be expressed before this of this estimated judgment;
Overload by the wards of recommendations and comments on the extensive list of issues. To prevent a mistake, you need to highlight key questions, and it will be worthwhile, so that the trainee does not have to deal with many different information;
Not enough attention is paid to the formulation of tasks, further control. It is necessary to formulate the tasks of S.m.a.r.t - (s) specific, (m) measurable, (a) achievable, (R) relevant or relevant activities, (t), establishing a clear time frame. Systemic control is needed, and not limited to random checks. According to the results of the control, it is necessary to analyze the situation with the wards, if necessary, making adjustments to the initial tasks, taking into account changes in the current situation;
"Do how me" - when the trainee has to simply copy the actions of the mentor without explaining the reasons and the relevance of a certain action. Any freelance situation that goes beyond the template may disrupt the main process.

In any business, which is somehow tied to people, expands and is experiencing a shift of personnel, the moment comes when the manager sets himself a question - how to teach new employees and introduce a team to the already educated team?

Excellent if the manager is asked by this issue before the arrival of beginners and prepares a bridgehead for them. But it happens that the employee receives a set of instructions at the start, in which he has to understand independently. The result is the mistrust of the employee to the new company and the decline in motivation to work. That this does not happen, there is a professional solution - the system of mentoring.

In Prime, the mentoring system works with the formation of the company in 2004 and the opening of the first cafe in Moscow. Initially, the introduction of the system caused some difficulties: due to the lack of experienced personnel, which could be trained by others, the guidelines for beginners were the control cafes.

For them, special trainings were held on all topical topics of hospitality. One mentor could have to be up to 3-4 interns each of which was required.

During the work, there were also situations with which the cafe staff came across for the first time: whether we can put in a guest cafe with animals, whether to use the restroom to all or only guests, should be coffee with them in winter and summer to be one temperature and much more. All questions were made to discuss the leadership - and so new rules appeared.

Today in the cafe per mentor accounts for one intern. The cashier is trained for at least two weeks, and the manager is within a month. With the development and expansion of the network, we realized that the mentoring system became an integral part of Prime: 70% of their knowledge, our employees are in the workplace and only 30% - at trainings in classes.

The instrument of mentoring in Prime is a clearly spent, but flexible mechanism, since each new employee brings something new to the company.

Principles of mentoring system

Openness

The mentor himself is the initiator of communicating with the new employee, he is interested in the fact that he accepts and use the knowledge gained. Each mentor has its secrets, how to like the guest, call a smile, raise the mood, for example, jokes about the weather and traffic jams are particularly relevant in Moscow.

Excellent experience with the guests was the 2018 World Cup, when in the heart of the holiday there were several Cafe Prime, and the staff could not only get the practice of communicating with foreign guests, but also to make sure the key role of the service in the cafe.

A responsibility

Working with the new employee occurs in both directions: the mentor not only transmits information, but also receives feedback, sometimes even negative. All the difficulties facing a beginner in the workplace should be taken by a mentor. This is the first person in a new place to which the intern will contact or advice.

If the newcomer comes with his problems to the upstream guidelines, then the mentor did not refine somewhere.

For example, we have the practice of providing a hostel in non-resident employees. If any domestic issues occur, the new employee may contact the mentor, and he will give the request to specialists in this direction. Such semi-visible requests help to quickly solve household problems and prevent conflicts.

Orientation for development

The mentor assumes the obligation to be constructive and positive when evaluating the results of the trainee, it is to fulfill the tasks and be solid in case of violation of professional duties.

The first paragraph is given to mentors are particularly difficult, since the subjective opinion and the emotional reaction developed to automatibus is often prevented by the mentor to give constructive feedback. It ruins the definition of a beginner in their forces and abilities. With a competent and positive mentor, even a newcomer can become a head of the cafe in a year, we had a lot of such cases.

What qualities must possess a mentor

The future mentor must have qualities that will help him not only learn a beginner, but also grow. The most important qualities for the mentor:

patience,
communicability,
accepting someone else's opinion and experience.

The new employee already has his own Bacground, with whom he comes to a new job. It is important not to try to convince employee, but try to use his experience and new ideas to improve the work of the whole team.

It is thanks to new ambitious staff at the beginning of the creation of PRIME a system of six steps was developed, in which the employee managed to break through and prepare an order in 90 seconds. And our cold drink "Coffee Orange" also appeared thanks to a new employee who mixed espresso and orange juice at home and offered to repeat this process in the cafe.

What is the feature of adult people

It seems that an adult person to educate new is easier than the child. He already has a theoretical base, as well as practical, based on experience. But this is not always like this: if the child is enough to have the knowledge of the knowledge as a motivation for training, the adult requires a finite and meaningful goal, the ability to apply knowledge in practice and the result.

For example, if we learn a new employee to navigate in the assortment, then it is important for him first to see the goal - to know the range to be able to help the guest with a choice and quickly pierce the order. The guests will return to such an employee, even if they are very in a hurry, because it understands its product. As a result: an increase in sales, premiums and.

Methods for learning new employees for mentors

Most methods we all unconsciously apply in practice. They are based on the children's experience, which we get during the game or school learning.

Mini lecture, that is, an oral statement of rules, instructions and other materials of the company.
Demonstration when the mentor on his example shows how to perform the task.
The role-playing game in which the mentor acts as a potential customer or customer and helps to "lose" complex situations.
Analysis of cases from the real practice of the company.
Modeling a situation in which the employee needs to take an independent decision for the first time or make an important effect.
The survey allows us to determine which topics were better or worse thanmed with a new employee, as well as identify "pain points".
Observation of the actions of a new employee when the mentor instructs the intern responsible task and monitors the performance from. The intern perceives it as a motivation to development.
Involvement guests in the mentoring process. This is a know-how Prime, when we put a special sign if a newcomer is working at the ticket office. At will, the guests themselves play the role of mentors themselves, encourage, advise, even prompted if the new employee was confused. So the trainee is easier and calmer to join the work, he is less worried, feeling that guests relate to him with understanding.
Motivation is very important for any adult, so the task of the mentor is to determine what motivates a new employee and together with his leader to build a development plan. How to do it, we will tell in the following material.

How to get maximum

Short summary: mentoring system can be effective for any company, if it is properly built. For this:

on the role of mentors, choose only employees who are really ready to work with newcomers, share experiences, correct mistakes and inspire development in the profession;
competently distribute the load on the mentors, then they will be able to give interns high-quality and useful feedback;
pronounce and discuss the situations with which the staff faced for the first time. Such situations can become excellent examples for the further operation of mentors with interns;
conduct training trainings for our employees, but remember: most of the knowledge they get in the workplace;
do not hurry to reject creative ideas from new employees - you risk misuse an interesting and useful offer;
motivate a new employee - create and outline the achievable goal of its work and development in your company. It may be a prospect for an increase, premiums for the year or something else;
use different learning methods - analysis of cases, modeling situations. Enter the end user / guest in the learning process, do not hesitate to say that the intern communicates with him.

Photo on the cover: Company archive

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