NRCS New York Mentor Program

Would you like to partner with an experienced employee who is willing to answer questions and share experiences with you? Would you like to have someone to bounce ideas off of? Do you want to learn about career development opportunities in NRCS?

If this sounds interesting to you...Join the Mentor Program!

• What is Mentoring?

• Program Objectives

• Ground Rules

• Program Length

• The Matching System

• Mentors

• Mentees

• Time Requirement

• Application Procedure

• Program Monitoring and Monitoring Report Forms

• Contacts List of Mentor Program Committee Team Coordinators

• Mentor Committee Policy Guidelines

• Committee Structure

What is Mentoring?

Mentoring is a partnership between an experienced employee (the mentor) and an employee who desires additional personal or professional knowledge (the mentee). The mentor is willing to guide, support, answer questions, provide referrals, and share experiences with the mentee. The partnership is based on trust and confidentiality. 

Mentoring does not replace or is not a substitute for the Employee Assistance Program (EAP), Civil Rights Program, and Career Counseling, or other personnel development programs. Employees with concerns in those areas should contact the appropriate program manager.

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Program Objectives

The New York NRCS Mentor Program is designed to achieve a number of objectives, related to career development, improving diversity, and improving morale.

Career Development Objectives:

• Help employees improve their job skills and abilities in non-supervisory, supervisory, and management positions.

• Support career enhancement by providing employees with resources, guidance, and networking opportunities.

• Support the orientation of new employees at all levels.

• Improve present job skills and abilities of employees, which will increase productivity and potential for career advancement.

• Aid in retention and recruitment of employees.

Objectives to Improve Diversity

• Meet their diversity objectives by improving career development and advancement opportunities for all employees.

• Improve communications among the Agency’s diverse workforce at all grade levels and across specialty areas.

Objectives to Improve Morale

• Support cultural changes that are being brought about by implementation of new programs and other changes within the Agency.

• Improve the morale of participants by career development support and mutually beneficial mentoring relationships.

• Increase job satisfaction.

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Ground Rules

• Both parties must keep all information discussed in the sessions confidential within Agency ethical parameters and legal restrictions.

• Every attempt will be made to avoid matches within the pair’s supervisor/manager chain of command.

• Participants are urged to frequently “check in” with each other via informal phone calls or e-mails. It’s a good idea to schedule informal activities to assure regular contact.

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Program Length

The program is designed to last on a formal basis for a period of one year. Each participating mentee and mentor must agree to work together for that year. The program does make a provision for re-matching in the event that a mentor/mentee relationship is unworkable.

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The Matching System

The Team Coordinator will propose tentative matches of mentors and mentees. A system has been incorporated in the program in the event that an initial match or ongoing relationship is not satisfactory. The mentor and mentee may turn to the Team Coordinator for guidance and assistance. Unsatisfactory mentoring relationships may be terminated at any time during the one year period by contacting the Team Coordinator. An attempt will be made to match the mentee with another mentor, although normally re-matching will only be undertaken during the first six months of the program.

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Special Circumstances – Career Intern Program

Any person hired under the Career Intern Program will be placed with a mentor. The mentor will be selected with assistance from the Watershed Team Leader, supervisor and the Team Coordinator. The CIP and the mentor will meet a minimum of monthly during the partnership. Mentors will facilitate the mentees participation in professional organizations, introduce mentee to contacts that may be helpful for their job and make recommendations on appropriate training opportunities. This policy comes directly from the General Manual (GM.360.403.H).

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Training Orientation and Follow-up

Training will be provided for all potential mentors. Team Coordinators will check in with all mentors/mentees for their status three months into the program.

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Mentors

What to Mentors do?

• Provide confidential assistance to mentees outside of their chain of command and possibly outside their work area, allowing mentee to discuss work-related issues and other concerns perceived as impeding job performance.

• Provide encouragement and guidance on training and development issues, as well as support on a personal level.

• Be reasonably accessible and willing to make and receive phone calls.

• Provide general progress information annually to the Mentor Program Committee (not a detailed report for reasons of confidentiality).

• Refer a mentee to his/her supervisor, Equal Opportunity Counselor, Civil Rights Coordinator, Employee’s Assistance Program, or Human Resources as appropriate when other counseling is needed.

• The mentor should not interfere with supervision or workload of mentee.

• Provide objective and positive suggestions on appropriate office conduct and work ethics.

• Provide objective and positive suggestions on how the mentee may improve proficiency and productivity on the job.

• Devote time to one-on-one discussion with the mentee.

• Recognize and validate signs of mentee professional growth and development.

• Provide information to assist the mentee in assimilating the organizational culture and values of the Agency.

• Recognize that mentoring relationships go through stages and change over time.

• Stay flexible. Relationships and career development needs change with time.

  When appropriate:
   

  • Encourage and convey a sincere belief in a mentee’s ability to succeed.

  • Provide advice, constructive feedback on the mentee’s actions and products, formal and informal instruction.

  • Introduce mentee to people who can help.

  • Provide suggestions for the mentee to demonstrate his/her skills.

  • Recognize that mentoring relationships can be short term or long term.

  • Don’t give up if the chemistry doesn’t feel right at the beginning.

  • Touch base regularly by e-mail, phone, etc.

  • Information discussed in sessions is kept confidential; except when information disclosed must be acted on by law.

  • Pick up on cultural and gender differences and be sensitive to these differences.

  • Have fun!

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Mentees

The New York State Mentoring Program is driven by the needs of the mentee. The goal is to provide “total person” support for all employees. The mentee’s responsibilities are:

• Actively participate.

• Be ready to make a serious effort to set career goals and achieve them.

• Commit yourself to take the initiative to foster a positive and honest relationship with your mentor.

• Listen to your mentor’s suggestions, evaluate them, and take action.

• Accept responsibility for your decisions.

• Do a self assessment: What skills do you need to acquire? Where do you want to go?

• Recognize that this program is only a supplement for your own hard work and abilities, not a substitute.

• Be prepared to commit your time to working toward your goals, in addition to the official time for the mentoring relationship.

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Time Requirement

The Agency considers a reasonable amount of official time will be allowed for both an initial meeting and continuing communications. Supervisory approval will be required to participate in the program. At the discretion of the mentee and mentor, other sessions may be scheduled on their own time. Each mentoring relationship will vary according to needs and interests.

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Application Procedure

Any employee interested in being mentored can contact their Watershed Team Coordinator.

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Program Monitoring and Monitoring Report Forms

The committee recognizes the need for some form of monitoring to measure the success of the program. The monitoring will be uniform among teams and provide meaningful data. Any monitoring program also must not breach confidentially or affect the employee’s comfort level in seeking help under the Mentor Program. The forms should be filled out annually by mentors and mentees to allow the Mentor Committee to evaluate and make improvements to the program. Completed forms should be submitted to the Mentor Committee Chairperson.

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Mentor Committee Policy Guidelines

Statement of Purpose

Develop a thriving program that provides for meaningful mentor/mentee relationships and serves as a vehicle for expanding and improving employees’ knowledge, skills and abilities.

Objectives

• Develop a voluntary program that promotes confidentiality in an environment conducive to learning.

• Encourage successful mentor partnerships among employees.

• Extend the program to conservation partners.

• Link technology, experience, and people across New York State.

• Keep all employees informed of the mentor program.

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Committee Structure

As a minimum, the committee will consist of a Chairperson, the seven Watershed Team Coordinators, State Office Team Coordinator, and a State Office Mentor Committee Technical Advisor. Any Conservation Partners that wish to participate in the Mentor Program will also be represented on the Mentor Committee.

Committee Chairperson

The Committee Chairperson is a two year position and is selected by the State Conservationist. This individual will lead meetings, identify items of business, and draft agenda, and meeting notices as appropriate. Meetings will be held at the discretion of the Chairperson, with a minimum of one meeting held each year to evaluate progress and consider any needed modifications to the program.

Other responsibilities include:

• Makes meeting arrangements.

• Works with Team Coordinators and others, if necessary.

• Maintains program policies.

• Monitors the ongoing program.

• Maintains current statewide list of mentor volunteers.

• Provides mentee orientation with assistance of Team Coordinators.

• Encourages partnerships.

• Responsible for articles in State newsletters.

• Provides a current list of mentors to all interested parties.

• Acts as liaison with management and Human Resources Office.

• Keeps records confidential as deemed appropriate.

• Markets the program.

Mentor Program Committee Team Coordinators

Committee members will attend and participate fully at meetings and monitor the ongoing program in their watershed. They will assist in evaluating the overall state program and make recommendations for program change as deemed appropriate.

There will be one coordinator in each NRCS Watershed Team, the State Office and a Technical Advisor who is located in the State Office. Each coordinator will act as the facilitator for the mentoring program in their watershed. It will be their responsibility to maintain a current list of mentors in their area, reviewing and updating the list at least once a year. Their current list will be forwarded to the Committee Chairperson for review and distribution. Coordinators will act as a referral service for mentees, helping them to select a mentor that will match the mentee’s needs. Mentor coordinators will prepare requested reports on the mentor program in their watershed. The coordinator will also make presentations on the Mentor Program to ensure that interested parties in their watershed are aware of this opportunity. In addition, the mentor coordinator will provide orientation to potential mentors in their watershed.

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