Mentoring

PRINZ Mentoring

PRINZ offers mentoring for its members (Associate and Member only) on request. Based on the member's request a suitable match is identified from within the senior membership and the introductions made via email. From this point the mentoring relationship is managed by the mentee.

The mentor provides guidance to their mentee based on the member's original brief. This covers discussions to facilitate professional growth of the candidate, industry issues, career advice, competencies required and upskilling advice, and/or any other topic as mutually agreed by the mentor and the mentee at the start of the programme.

In the beginning it is recommended that the mentor and mentee meet and agree some ground rules, allowing for flexibility and updates. These include the mentors time availability, preferred method of contact, frequency of contact, review period and likely conclusion of mentoring.

As a guideline, the role of the mentor includes:

  • Providing ongoing support and encouragement for the progress of the candidate through the time of the mentorship.

As a guideline, the responsibilities of the mentee include:

  • Initiating the contact with the mentor
  • Giving sufficient time to the mentor to provide constructive feedback on discussion topics or issues as they arise
  • Seeking advice and guidance from the mentor as required
  • Following the ground rules of the relationship as designed by both parties.

Candidates in the APR accreditation programme also receive a mentor during the programme.

Apply for a PRINZ mentor

Tips for Effective Mentoring

(Edited by Joseph Peart, FPRINZ and former PRINZ President)

Maintain regular contact

Mentors should assume they are the givers in the relationship. Consistent contact shows dependability and builds trust.

Always be honest and discrete

Trust and respect of confidences are the foundations on which mentorship is built.

Define mutual expectations for the relationship

Both mentor and mentee should know their roles and responsibilities and should have a clear picture of the purpose of the partnership.

Set a specific duration for each relationship with definite start and end dates

The timeframe should be long enough to allow the participants to achieve their desired goals and objectives, but not so long that the relationship becomes superfluous for either party.

Design and implement an evaluation and monitoring process

Provide a mechanism for mentors and mentees to assess the progress of the relationship at predetermined points in the program.

Don't expect to have all the answers

Sometimes just listening attentively is all people need.

Help your mentee access resources and expand support networks

Discuss the importance of maintaining positive relationships.


Source: Mentoring Myths and Tips
Nancy Henry, Northwest Regional Educational Laboratory and New York State Department of Civil Service, Employee Relations Office.