Academic Staff Mentoring Program
Frequently Asked Questions
Who is this program intended for?
This program was designed for academic staff members who wish to be mentored in either a specific topic or in career development in general. It is not open to classified staff members, postdoctoral fellows, students, or faculty.
What is the orientation session for?
Orientation is an important part of the program. It helps to ensure that all participants have common expectations about what the program provides. It also gives participants a head start on building new networks, provides a framework for mentoring, and explores issues of confidentiality between participants.
Can I really do this activity in two hours per month? What is optimal?
The program calls for a minimum of two hours per month face-to-face, plus some participation in other activities. If you feel that more time is necessary, you can discuss the additional time commitment with your partner in the program or with one of the members of the Mentoring Program Committee.
May I be a mentee if I have more general goals or do I need to have more specific goals in mind?
Mentees are encouraged to establish their own goals. Some of the goals are specific, and others are general. Most participants in the program find that, among their other goals, they are able to expand their professional networks.
Who sets goals? How are they set?
The goals are set by the mentoring pair very early in the relationship, but they may be modified at any time. The mentee is expected to articulate the goals s/he wishes to pursue; a good understanding of the desired goals is likely to lead to a more satisfactory relationship. Mentors may be able to help in the establishment of goals, but they should not pressure mentees into their own--as distinct from the mentees'--goals.
If I have asked my mentor for help but I don't seem to be making progress toward my goals, where do I turn?
Mentors are not expected to know all the answers to all questions a mentee might pose. During the training mentors are advised to seek information from and make referrals to experts on campus. Many of these resources are listed in the packet participants receive at the training sessions. Mentees are encouraged to become familiar with, and take advantage of, resources available outside the mentoring program. Mentees can also call any member of the Mentoring Committee to explore additional options.
Will the relationship work if the person is not in my discipline?
Past experience has shown that it will, or at least it can. Academic staff, regardless of their subject matter area or the geographical area in which they work, share many common characteristics and concerns. Some prospective mentees specifically request a mentor outside their department or unit. Note that an especially strong commitment may be necessary if you are located off campus.
How will this program help me build my own network? How can I make networking work for me?
The mentoring program provides excellent opportunities for expanding the networks of both mentors and mentees. Mentees should tap into the network of their mentors, who have most likely been on campus longer and know more people. In addition, the special activities such as brown bags that are planned for program participants are usually organized to allow some networking time before the presentation. You are encouraged to use this opportunity to meet some new people.
What shouldn't I expect from my mentor?
This is not a professional counseling relationship. Mentors are not expected to know everything about every possible topic, but they can usually make a referral if that would be helpful. Mentors are not expected to give their mentees unlimited amounts of time or to run interference with their mentees' supervisors. (See also the next question.)
Is this a program to help with personal salary increases and promotions? If not, where is this help available?
A mentee might choose to discuss the possibility of a promotion with a mentor, but, unlike some of the business models, mentors are not expected to be either experts in human resources issues or advocates for a mentee's promotion. Mentors might make a referral to the Personnel Representative in the mentee's school, college, or division or to another expert in personnel matters.
Do I have to tell my supervisor?
No, you need not inform your supervisor if you participate on your own time. You may need to inform your supervisor if you are using two hours of work time that need to be accounted for in some way. You might be able to meet with your partner in the Mentoring Program during hours you are not expected to be working, but the events for program participants tend to be scheduled over lunch hours. Ideally, supervisors would see mentees as interested in their own professional development and mentors as individuals who are willing to give something back to the University.
If my supervisor or unit does not see this as a legitimate activity, what should I do?
The Mentoring Program is a University-sanctioned activity. Call any member of the Mentoring Program Committee if you would like someone to speak to your supervisor.
What is the length of the relationship? Short, one year, forever?
The formal program is for one year, but extensions may be granted. Sometimes a well-defined goal can be reached in less time. In many cases more informal relationships continue well beyond the formal year in the Mentoring Program. Program organizers bring mentors and mentees together. Whether you move on to friendship and a peer relationship is up to you.
Do I have to leave my current mentor after one year? Why?
Current policies of the Program require that without a special reason mentoring pairs do not stay in the formal program beyond one year. This is done to allow as many people as possible to reap the benefits of this program. However, the mentoring relationship can certainly continue on an informal basis.
When I complete the year as a mentee, can I become a mentor?
At the end of a year in the program, a mentee will need to decide whether she/he feels sufficiently confident to become a mentor. The decision is completely up to the individual. Perhaps a conversation about the matter with the mentor or with someone on the Mentoring Program Committee would be helpful.
Do I know enough to be a mentor?
Yes, you probably do unless you are very new to the professional work world. Most professionals have something they can teach almost anyone else.
Some employees with relatively few years of experience here have been successful mentors. One key question is how much you have learned in your time as an academic staff member.
What do I do if my mentor does not call?
If you are comfortable calling your mentor, by all means do that. Chances are that the person simply is caught up in the pressures of everyday activities. If you would rather not call your mentor, you may call anyone on the Mentoring Committee for some help.
What if my relationship isn't working or I just do not like my mentor?
You may call someone on the Mentoring Committee, who will discuss your situation. It is possible that a misunderstanding exists. The Committee member will explore all appropriate options. The Committee has no stake in keeping incompatible pairs together, but sometimes a little friendly intervention can resolve a problem.
What if my mentee is not an appropriate match?
You will want to discuss the situation with the chair of the Mentoring Committee. It is possible that the match was not what you expected, but you as a mentor might nevertheless be able to provide useful information and guidance to someone who is not very much like you.
Is my participation in this program confidential?
The Mentoring Committee cannot guarantee complete confidentiality of participation because some documents, such as the training handbook, list of all participants in the program. In addition, to facilitate email communication, distribution lists are created. If someone outside the program were to gain access to those lists, names of the participants would become obvious. However, this has not been a problem to the best of our knowledge. Participation in this program has been looked upon as an asset to employees. Please note, however, that discussions within the mentoring pairs are assumed to be confidential.