Training new employees mentoring. Mentoring: how to minimize training costs and speed up adaptation. Processes accompanied by a mentor

Last modified: January 2020

For companies focused on prosperity, the need to implement a mentoring system for new employees as an adaptation procedure is especially obvious. It is impossible to achieve stable success in market conditions if one does not objectively assess the prospects for the company's development, and does not constantly increase one's competitiveness, efficiency and effectiveness. One of the main advantages of the organization is qualified personnel - this is an internal factor of success.

To solve this problem, experience, knowledge, and the degree of professional training of each employee are very important. But any organization is an economic entity that unites workers of various professions and categories to achieve its goals. The success of the business depends on the internal orderliness, interaction, consistency of all parts of the whole, engaged in a single production activity, competently oriented and acting rationally.

Who is a mentor

There are many definitions of the concept of mentoring, it is often equated with the concept of mentoring. This is an English word derived from the noun Mentor - the name of a character in the poem of the ancient Greek poet Homer. That was the name of a friend and confidant of Odysseus, who, due to his age and inability to go to war, was entrusted with taking care of the house and household and raising the son of the king of Ithaca. The name has become a household name, denoting the leader of the younger generation.

At the same time, mentoring began to be used in the organization of labor. In the Western tradition, such a person is usually called a "mentor". In Soviet times, the phenomenon was widespread, mentoring was widespread in the system of industrial training - mastering blue-collar professions and specific specialties.

The traditions of transferring knowledge and experience have not been lost, but have undergone significant changes. Now mentoring is an effective form of adaptation, ensuring the gradual development of an employee in new social, professional and organizational working conditions.

Signs of New Hire Mentoring:

professional relationships - develop in the workplace in the labor process outside the framework of ordinary interpersonal relationships in the service of the type of manager and subordinate;
hierarchy - the order of subordination of a less experienced and knowledgeable employee to an authoritative qualified specialist higher in the career ladder is observed;
focus on results - practical tasks are being solved, value guidelines are being implemented.

Mentoring as a method of training new employees

In this case, the relationship between communicating persons is built on experience, skills and knowledge related to professional topics. Mentoring means helping a senior in the service hierarchy to a junior who is just entering a company. A beginner can be older in age, have a large amount of knowledge and significant experience in this specialty, or get a job for the first time.

At a modern enterprise, the institute of mentoring is created with the aim of:

introduce a new employee into a well-coordinated team;
to familiarize with the existing rules and regulations in the organization, the specifics of work, opportunities for further development;
adapt to new external conditions and circumstances, answer any questions that arise, provide guidance in difficult situations, correct incorrect stereotypes;
to acquaint with colleagues so that the employee can more easily and painlessly get used to the new place;
to teach in practice what was studied theoretically, to warn against serious mistakes;
help to quickly get involved in work or make a significant qualitative transition to a different level of professional skills;
develop a corporate spirit;
reduce, increase labor productivity, minimize losses.

Training of new employees looks like a guardianship or a method of adaptation of personnel, it is carried out on an ongoing basis or only during the trial period.

In fact, this is a piece (individual) production of highly qualified specialists.

Applications

It is necessary to distinguish mentoring, when it is required to adapt the ward to new conditions, from supervision, when an important figure actually observes the progress of work, completely controlling the lower level, and the business of a mentor - usually an entrepreneur with a well-established operating business who helps, gives advice when starting a new business, or to turn a business into profit in a short time.

In what areas of activity is mentoring applied:

in trade - the trainee is given techniques, sales style, accumulated experience, allowing him to reach the level of work with larger clients;
in education - the introduction of novice young teachers or educators into the profession, the transfer of pedagogical experience that has been tested in practice, the reduction of the risk of unpredictable and undesirable consequences of actions that undermine the quality and effectiveness of teaching children;
in production - the operational training of workers in a particular specialty, familiarization with the available technologies, work schedule, conditions and norms, the company's product range. The task of the mentor includes the student, how to maintain a workplace in order, interact with other departments, tell about the peculiarities of all processes, motivate them to achieve stable high results;
in medicine - the combination of scientific knowledge with practical, the formation of clinical thinking. Teaching the methods of independent work, the skills of receiving patients, communicating with their relatives, the basic principles of a physician - duty, mercy, responsibility, justice, completeness of assistance, the ability to make decisions quickly.

Organization of a mentoring system

Having decided to organize a mentoring system in the company and make it official, the head, together with the HR department, lawyers and the accounting department, needs to develop and issue a special Regulation governing the implementation procedure and the obligation to use mentoring activities.

It is important to prescribe in the document all the main points regarding the process of organizing mentoring, you should start with the criteria and procedure for the qualitative selection of mentors. Following the logic of the approach, a mentor is necessarily a highly experienced employee with a high level of qualifications, who has worked in the company in his position for several years (at least 3). But this list is far from exhaustive.

What other qualities should a good mentor have - basic requirements:

sociable - able to communicate, inspires confidence, easily establishes contacts;
flexible - shows variety, is adequate in external forms of activity and in internal;
pedagogical skills - correspond to the triad of thinking-acting-thinking, able to plan, correctly orientate, anticipate the result, predict possible deviations;
proactive - energetic, resourceful, inclined to make independent decisions and competent execution;
responsible - ready to be personally responsible for their actions and the consequences of decisions. Affects the course of events;
effective - voluntarily wants to become a guardian of new employees, wants to be needed, is ready to spend personal time not to the detriment of the main profession, understands the principle of the company as a whole, thoroughly knows its division and the mechanisms of interaction between various departments, is aimed at the final result;
loyal - keeps within the bounds of a benevolent neutral attitude;
a worthy role model - he achieved certain success in the company, achieved high performance in work, and in the aspect of human life.

In the course of this work, the mentor can play a specific role, which corresponds to a specific set of actions:

Coach-trainer, advisor - consults through continuous interconnected cooperation, discusses ideas, freely receives information about the employee's mood, attitude towards events or people around him.
Emotional support - gives vigor, confidence, encourages, facilitates, provides support.
The source of the formation of resources - expands the circle of communication, indicates hidden resources that the ward can use in his target activities;
Champion - demonstrates the expected qualities of a new employee by his own example.

Steps for developing a mentoring system

The quality of training, the career of a new employee, the satisfaction of employees with their position, the image of the company and, as a result, the economic efficiency of the enterprise, depend on the mentoring regulation, which is competently drafted by the management.

Which sections should this founding local document include:

the formulated principles, the list of specific tasks assigned to the specialist mentors, adequate and measurable goals - are determined after analyzing the current state of affairs at the enterprise, researching the expectations of all participants in the process;
the quality of the mentor, the procedure for the selection and formation of the staff;
types and list of motivating factors - decent remuneration, excellent working conditions, safety, absence of conflicts, atmosphere of trust, career growth, satisfaction, confidence in the future. Motivation is the main tool for influencing a subordinate;
the rights and obligations of the contacting parties;
forms of counseling - group (small groups - no more than 5-6 people) or individual methods;
areas of discussion;
time interval of interaction;
monitoring the program and evaluating results - for example, by completing a checklist, answering questions, and discussing where weaknesses and problems are encountered. You can also rely on indirect indicators - obvious professional growth, the exit of relations to a new level (transition from the boss-subordinate format to the format of colleagues-friends), the employee harmoniously blended into the organizational culture.

Mentoring as a process and method of staff training consists of 5 steps. The stages of implementation are as follows:

I'll tell you: an explanation of the main points, features and how this knowledge comes in handy.
I'll show you: a visual demonstration of the complete process from start to finish.
Let's do it together: joint work with a detailed explanation of the algorithm.
Do it yourself: independent completion of the task by the trainee under the supervision of a mentor.
Tell me what you did: the trainee teaches the mentor himself, which helps to gain confidence and consolidate the skill.

Pay for mentoring

There is no such position in Russia. The organization of mentoring is not regulated by the current Labor Code, in federal laws this format of relations is also not mentioned, but this does not mean that the mentor works for free.

Although there are exceptions - these are prestigious companies with a worldwide reputation, in which a corporate culture is embedded, employees perceive mentoring as an honorable duty that increases their status. For some, guardianship becomes a burdensome burden. requires a lot of effort and takes time from the main work.

As incentives, non-material incentives or material incentives are practiced in the form of additional payments for mentoring. The payment procedure depends on the method of registration.

There are two options:

The functions of a mentor as the main job function or responsibilities are recorded in the job description - the size of the salary is stipulated in internal documents, along with working conditions, this is a mandatory clause of the labor agreement, additional payment is not provided for fulfilling a direct obligation.
Additional work is entrusted, carried out by combining positions or expanding service areas - is allowed only with the written consent of the employee (Article 60.2 of the TC). Pay, timeframes, criteria for evaluating work, duties and rights of mentors are enshrined in a number of internal documents regulating the activities of the company (regulations, rules, orders, staffing table). The size of the personal allowance is usually set in a fixed amount or as a percentage of the salary for each ward, based on the time and effort spent on training.

The main advantage of mentoring among other management methods is the economic benefit from the quick adaptation of newcomers against the background of ease of use and the ability to apply this technique immediately.

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This provision on mentoring in the company regulates the principle of adaptation and training of new employees in order to master functional skills and immerse themselves in the corporate environment of the company. The mentoring regulation describes the roles and areas of responsibility of the mentor and the trainee, the distribution of rights and responsibilities, the criteria for evaluating the effectiveness. Thanks to the working mentoring system described in the Regulations, the company has a continuous cycle of knowledge transfer from experienced employees to newcomers, which certainly stimulates the development of both.

Public corporation "__________"

REGULATIONS ON MENTORING IN THE COMPANY OJSC "_______"

1. General Provisions

1.1 Purpose of the Mentoring Position in the Company.

1.1.1 The company OJSC "_______" strives for the harmonious development of each employee and provides employees with assistance in career management. For these purposes, the company uses the mentoring system as a tool that allows, on the one hand, to individually approach the issue of career development, since no more than three employees are assigned to one mentor, on the other hand, to cover all personnel at all levels with standard procedures for career development. Career management through a mentoring system allows you to optimally transfer knowledge and experience, manage professional growth.

1.1.2 The company OJSC "_________" uses a mentoring tool to carry out procedures for the adaptation of new employees and the adaptation of employees moving up the career ladder. During the trial period, the company conducts a mentoring program to make it easier and more successful for employees to adapt to the new working conditions at the new workplace.

1.1.3 The company is interested in the successful and rapid integration of employees into the corporate environment of the company, in their further professional development and growth, since the company directly links the growth of employees with the growth and development of the company itself. The company expects its employees to show a desire to develop, improve their qualifications and, accordingly, move up the career ladder after completing the mentoring program.

1.1.4 In order to achieve the best results in business, the OJSC ________ company introduces a mentoring system. This mentoring regulation (hereinafter referred to as the Regulation) defines the company's position in relation to mentoring, and also regulates the role and functions of mentors in the internal processes and procedures of each subsidiary, branch, representative office and internal divisions of the company.

1.2 Objectives of mentoring in the company.

1.2.1 The main goals of mentoring are:

Ensuring the process of adaptation of employees in the company;

Development of a positive attitude towards work in assigned employees;

Assessment of the potential of employees during the time they passed the test period;

Comprehensive balanced assessment of the activities of assigned employees for a certain period;

Streamlining the process of developing professional competencies; - formation of competent professional personnel, loyal to the company;

Assistance in solving current problems and questions arising from employees;

Formation of a positive image of the company as an employer.

1.2.2 Tasks that the mentoring system solves:

Keeps the accumulated experience of experienced employees in the company;

Quickly and efficiently adapts newcomers and transfers them to independent work;

Reduces risks in production;

Rotates staff;

Adapts employees who have received a promotion or transfer to a managerial position.

2. Terminology of the mentoring clause in the company.

In this provision, the following terms and concepts are used: Adaptation- the process of integrating a new employee into the corporate (professional and cultural) environment of the company.

Performance evaluation- a regular procedure for assessing the employee's performance based on the results of work for a certain period (assessment based on the results of the trial period, final grade for the year, interim assessment after six months of work).

Qualification Requirements- professional standards, requirements for the level of professional training of an employee. Competencies- knowledge, skills and abilities necessary for an employee to effectively perform his job duties.

Mentoring- a kind of individual work with employees, a form of adaptation and support of professional development and career growth of the company's personnel with regular receipt of constructive feedback.

Mentor- a qualified specialist with sufficient experience in the company, helping less qualified employees in adaptation, professional development, career growth and participating in the assessment of the results of their activities.

Defining the goals of mentoring- a regular procedure for the formation of individual goals, ensuring the professional development of the employee in the coming period and aimed at the individual development and development of the company. Career advancement- the transition from one job position to another, more complex or higher in the management structure of the company.

Professional Development- improvement of professional knowledge, abilities and skills, accumulation of experience.

Instructed- an employee of the company with whom an employment contract has been concluded for filling a position, a young specialist who has joined the company, an employee who has been promoted or transferred to a new position within the company, who is assigned to a mentor.

3. The system of mentoring in the company.

3.1 Mentor

3.1.1 Requirements for a mentor

The mentor, as a more qualified specialist with sufficient professional experience and work experience in the company, helps less qualified employees navigate in adaptation, professional development and determination of the individual goals of the mentored. A mentor, on the one hand, represents the interests of an employee before the company and, on the other hand, is a representative of the company for the employee assigned to him. A mentor must have the following qualities:

Loyalty to the company and adherence to its values;

A systematic view of the work of your department and the company as a whole;

Significant and recognized professional experience;

Ability and willingness to share their knowledge and experience;

Intrinsic motivation in helping other people;

Initiative;

Ability to identify the strengths and weaknesses of an employee and plan actions to correct or develop them;

Ability for constructive criticism;

Communication skills, communication flexibility;

A positive emotional attitude;

The mentor must be proficient in:

Deep knowledge in their professional field;

Knowledge of local regulations, provisions, norms adopted in the company;

Professional specifics of your division and the entire company as a whole;

The basics of people management;

Active listening techniques;

Reasoned persuasion techniques;

Skills of information presentation and self-presentation.

An employee is selected as a mentor, whose position is two levels higher than the mentored.

3.1.2 Procedure for appointing and changing a mentor

Initially, the candidacy of a mentor is determined by the Head of the division within the company, the head of the branch or representative office in the regions. The position, name and surname of the mentor are indicated in the order for hiring a new employee. If a mentor has not been appointed by the time a new employee is hired, the Head of the department appoints a mentor no later than the first week of the new employee's work, and informs the responsible employee of the HR Directorate about this. The list of mentors is compiled by the responsible employee of the HR Directorate in accordance with the data on the positions and employees who hold these positions. The list is updated in accordance with changes in position and status that occur within the company. In case of replacement of a mentor, information about this with an indication of the candidacy of a new mentor, no later than a week from the date of replacement, is transferred to the responsible employee of the HR Directorate.

Replacement of a mentor is carried out in the following cases:

Termination of an employment contract with a mentor;

Asynchronous career growth of the mentor and the employee assigned to him;

Incompatibilities between the mentor and the employee assigned to him.

3.1.3 Evaluating the performance of the mentor.

Feedback

A) The mentor devotes one to three hours a day to teamwork with the employee assigned to him;

B) The mentor gives explanations to the mentor on all processes of the department's work;

C) The mentor transfers information to the mentored about the specifics and features of the activities of the entire unit and department in particular;

D) The mentor teaches the assigned employees new skills necessary for the position.

Indicators of a mentor's performance are:

Establishing communication contact with the assigned employee; - introduction of an employee to a position and transferring him to independent work;

Employee performance of professional duties during and after the trial period;

Outlined trends in professional development and career growth of the assigned employee.

Assessment of the mentor's work by the assigned employee:

In order to provide constructive feedback on the mentor's work, the employee fills out the appropriate questionnaire at the end of the mentoring program;

The completed questionnaire is forwarded to the Human Resources Directorate, the responsible employee of which provides the head of the department with generalized and systematized information based on the data of the questionnaires. For the mentor, the questionnaire is confidential.

Dismissal of an employee on the initiative of the company during the first year of work and after successfully passing the probationary period reduces the number of points given to the mentor in the process of the annual assessment of his / her performance.

Responsibilities of a mentor

Transfer professional knowledge, skills and abilities, conduct 30 lessons on topics provided for by an individual development plan

Expected Result

The assigned specialist demonstrates in-depth knowledge of the specifics of the job in the position Are checked using a test at the end of the trial period
All classes were carried out on time and with high quality (confirmed by assessment sheets after one and two months), but the employee does not show in-depth knowledge
Systematic conduct of classes using the recommended methods, classes were held in the workshop three times a week
The student's knowledge and skills develop dynamically and consistently. It is tested with the help of a practical case, which is carried out by a new employee. Classes were conducted regularly, as stipulated by the individual development plan. Skills are poorly developed Preparing a student for independent work
Willingness to independently apply the acquired knowledge and skills in practice It is checked at the end of the individual mentoring program through the fulfillment of a real professional assignment.

3.2 Assigned employee

3.2.1 Basis for Appointing a Mentor

New employee hiring;

The need for prompt training of a large number of new personnel;

The beginning of a new project (start-up project), the success of which depends on the development of unique knowledge and skills.

3.2.2 Student responsibilities

Mentors (subject of mentoring):

Line staff taking on a new position;

New employees undergoing a trial period;

Interns in practice;

In addition, such categories of employees are obliged to actively participate in the mentoring program, use the allocated time for learning and mastering new skills, and responsibly carry out tasks assigned by the mentor.

3.2.3 Procedure for evaluating the results of passing the mentoring program.

At the end of the mentoring program, the mentor evaluates the learning outcomes, the acquisition of new skills for the employee assigned to him. The prepared report and recommendations are forwarded to the personnel management department.

4. Processes accompanied by a mentoring program.

4.1 Onboarding The onboarding process is seen as a joint activity of a new employee and a mentor to integrate the new employee into the corporate, professional and cultural environment of the company. In the process of joint activities, the mentor must proceed from the fact that there are several types of adaptation: Organizational adaptation- understanding and acceptance by the new employee of his organizational status, the structure of the company and the existing management mechanisms in it.

Socio-psychological adaptation- the adoption of new norms of relationships and behavior, adaptation to a new society.

Professional adaptation- the formation of professional skills necessary for the employee to perform their functional duties.

Value adaptation- the ability to accept and share the values of the company, its corporate culture.

4.1.1 During the adaptation process, the mentor conducts:

General acquaintance of the new employee with the company - history, organizational structure, accepted norms of behavior in the company, internal labor regulations;

Acquaintance with the department - the location of workplaces and utility rooms, organization of work, team, subordination and relationships, contact persons for solving current issues;

Introduction to the position - the main responsibilities, professional requirements, methods and standards adopted in the company;

Actively influencing the formation of the behavior of a new employee in accordance with the internal labor regulations, as well as with the ethical norms and standards adopted by the company;

Assisting in maintaining business relationships with the team and leaders of different levels;

Identification and joint elimination of errors made by an employee; - creating and maintaining motivation for long-term work and development; - studying the professional and personal qualities of an employee, assessing his prospects and abilities;

Summing up the results of adaptation of the period and presentation of a motivated opinion about the new employee in the form of a questionnaire of the results of the trial period.

4.1.2 Procedure for filling out the feedback questionnaire To fill out the questionnaire after the established trial period, the mentor conducts an interview with a new employee, during which he analyzes:

The degree of adaptation of the new employee;

The quality of the work he does;

Strengths of the new employee;

Employee competencies requiring development;

Problematic issues of the company, according to the employee.

The questionnaire of the results of the trial period serves as the basis for determining the professional and personal interests of a new employee, possible ways of motivating him, as well as assessing his potential. Upon successful completion of the trial period, the employee continues to work in the company. In case of unsatisfactory completion of the trial period (non-compliance of the new employee with the corporate culture or professional requirements of the company), this decision is communicated to the employee no later than 3 days before the end of the trial period and is accompanied by the procedures provided for by labor legislation when the employee is dismissed on this basis. Completed feedback forms are transferred to the HR Directorate and stored in the employee's personal file.

4.2 Learning and development

4.2.1 In the process of training and development, the mentor:

Transfer to the assigned employee his own knowledge and skills based on many years of practical work experience;

Provides the employee with the knowledge and skills he needs from other employees of the division and the company;

Promotes employee training and development at internal and external seminars and trainings in accordance with an individual development plan.

4.2.2 To achieve these goals, the mentor:

Monitors the degree of employee involvement in work, assists in the employee's achievement of the established indicators;
Monitors the involvement of an employee in various projects, both client and internal;

Encourages a proactive approach to the work of the assigned employee under the guidance of managers of other departments;

Applies for additional training, taking courses by the assigned employee, if necessary, to the head of the department.

4.3 Career development.

4.3.1 Mentoring an employee transferred to a new position When an employee is transferred from one department to another, a mentor is assigned to him to adapt to the new conditions. The designated mentor is responsible for imparting new knowledge to the employee during the program, teaching the necessary skills and assessing the results obtained by the employee.

4.3.2 Mentoring Program for Designated Leaders Employees who are assigned or transferred to a management position are assigned mentors. A mentor is a manager who heads a department or a manager who is two levels higher than the mentor. Mentors conduct an induction program, convey information about the specifics of work in the unit, and teach management skills to subordinates.

4.4 Rotation.

4.4.1 Mentoring employees transferred to branches and legal entities of the holding. Every three years, the company rotates personnel in accordance with the norms of the "Human Resources Management Policy". Guided by the rotation rules, managers and specialists are appointed mentors in the branches and subsidiaries of the holding.

4.4.2 Procedure for organizing mentoring in the field. For each transferred employee, HR personnel, together with line managers and heads of branches and subsidiaries, draw up a mentoring program, draw up a list of mentors, and oversee the induction and training of employees and managers.

5. Responsibility and control

5.1 The Human Resources Directorate is responsible for organizing the work of mentors:

Conducts consulting seminars and trainings for mentors;

Controls the timely filling of questionnaires of the results of the trial period and feedback questionnaires;

Supervises the work of mentors during performance assessment and goal setting;

Summarizes the work of mentors.

5.1.1 Responsible employee of the HR Directorate. constantly maintains and updates information about assigned mentors.

5.1.2 The HR department monitors the timing of the end of the trial period for new employees and is responsible for timely information. The employee submits information about the passage of the trial period at least 10 days before the end of the trial period to the head of the department.

5.1.3 In order to monitor the results of adaptation, the HR department maintains statistics on the number of employees who were dismissed of their own free will during the first year of work in the company.

5.1.4 The HR Department timely and regularly (once a quarter) provides systematic information to the heads of departments on the results of mentoring.

5.2 Responsibility of line managers. Heads of departments are responsible for the timely appointment of mentors, their replacement, if necessary, and monitor the current work of mentors with their assigned employees.

Currently, when describing the mentoring system, they rely on one of the definitions. So David Meister believes that mentoring is an investment in the long-term development of an organization, its “health”.

According to Gareth Lewis, mentoring is a system of relationships and a series of processes in which one person offers help, guidance, advice, and support to another.

In general terms, mentoring can be defined as the process of transferring knowledge and skills from a more experienced person to a less experienced person.

We are mentoring we will understand assistance to young specialists in adaptation and / or assistance to experienced employees of the company when changing their job duties in case of appointment to a new position as a result of career growth or rotation ... Let's call such categories of company personnel “ wards ”.

Elements of a mentoring system

The entire system of mentoring in a company can be conditionally divided into three components: those who are wards of the external and internal conditions of the business environment, and their subsequent support.

All these processes can occur simultaneously and / or overlap each other. Even if the wards have mastered a certain set of operations, when moving to another position or when mastering a new area of work, the whole process is repeated from the beginning, developing in a spiral. In general, the entire mentoring system is a tool for including employees in the company's business processes.

Content of the elements of the mentoring system

System elements	Definition	Targets and goals
Adaptation	The process of including new employees in the external and internal business processes of the company. Changing employee behavior in accordance with the requirements of the environment	Facilitate the entry of young professionals, new employees, reservists into the position. It is used to immerse them in corporate culture and business processes
Education	The process of mastering knowledge and skills	Use to unleash the potential of working employees and their further personal and professional development, for example, when moving to a new position or being included in the talent pool. Employees must acquire the knowledge and skills necessary to operate in accordance with established corporate standards
Escort	The process of improving the quantitative and / or qualitative characteristics of skills or knowledge in a specific area. Using already acquired knowledge and skills in a specific situation or for a specific purpose. Consulting and supervision	Bridging the gap between learning and achieving results. To become an important systemic element of the company, giving it a new quality of a self-learning organization, in which employees are constantly improving their qualifications

A study conducted by Grant Thornton shows how relevant the issue of introducing a mentoring system in Russian companies is.in 2016. It showed that Russian entrepreneurs began to think more often about finding qualified employees and developing personnel. 35% of those surveyed said they plan to invest in development, and 23% are thinking of introducing a system for identifying talent in the early stages of their careers.

According to experts, in recent years, the attitude towards employees has changed at Russian enterprises. This is due to the fact that a lot of former managers of large companies, including international ones, came to small and medium-sized businesses, who transferred the culture of doing big business there. Management concepts borrowed by small and medium-sized businesses from large businesses will only contribute to the growth of small businesses.

CEOs and owners of companies agree that it doesn't take a huge investment to recreate and develop a mentoring culture in a single enterprise. And in the conditions of a shortage of qualified specialists, which medium-sized businesses have been dealing with for many years, this is also a good way to train and develop personnel.

Case studies

All of the above is confirmed by our many years of experience in business consulting. At many Russian enterprises, mentoring has already become an integral part of the corporate culture. Constantly working with companies from different spheres of the economy, we made sure that there are enough examples of the development and implementation of effective mentoring systems. Here are some of them:

Example # 1.

In a regional restaurant holding with a staff of 750 people, up to 70% of the personnel are line employees, namely: waiters, cooks, bartenders. These are young people, mostly students, who have not worked anywhere yet, came to master the profession and work in the company for at least two or three years. There are only a few people with real practical experience. Therefore, one of the main tasks set by the management of the holding is to prepare employees in the shortest possible time so that they can solve the tasks necessary for the company.

After a period of adaptation, two paths open up for young specialists. The first is to remain, for example, waiters, be good salespeople and receive a decent reward for their work. And the second is to develop further and become mentors. It is the mentors who are included in the talent pool, provided that they have successfully trained a certain number of trainee waiters, have completed the appropriate corporate training program and have high indicators of personal effectiveness.

Then the development of mentors occurs in a spiral: they are enrolled in the talent pool for managerial positions, then they are transferred to the “novice manager” stage, where they have mentors of another, higher level, and so on. Thus, they can reach the position of manager of a cafe or restaurant.

Example No. 2.

The mentoring system has its own view on interregional developer with 130 employees. This company is truly socially oriented and one of the main values promoted in it is taking care of employees. The practice, which has proven itself well, is that from the very first days they strive to surround newcomers with attention, support, a sincere atmosphere and give them effective tools so that they can quickly join the team and get used to business processes.

The personnel management system is built in such a way that middle managers are interested in the further development of employees and are responsible for their subsequent personal, professional and career growth. It is they who form and prepare the personnel reserve of the company, including for their positions.

According to the HR department, up to 80% of top positions are occupied by employees who have grown within the company. In the Project Managers category, 100% of managers started their careers in engineering positions.

Thus, the company operates on the principle of a self-learning organization, which allows it to effectively respond to changes in the business environment by creating innovative construction technologies and mastering new knowledge and skills.

Example No. 3.

At a large manufacturing enterprise of the military-industrial complex more than 8,000 people work. After the hard times of the 90s of the last century, they almost bit by bit recreated the Soviet mentoring system, taking the best from it and adapting it to the laws of the market.

To date, work with personnel is carried out in three directions:

- Accelerated adaptation of newcomers to the production process. This work is built according to individual development plans and under the guidance of specially assigned mentors. Mentors are involved in assessing the success of the wards' probationary period. They express their opinion, which is decisive, about the advisability of further work at the enterprise of new employees;
- Conducting regular advance training in the form of trainings and internships for already working employees. This allows the company to effectively raise a new generation of engineering and technical specialists;
- Planned formation and development of the personnel reserve. It includes the most motivated and loyal employees of the enterprise who have the necessary set of competencies for taking up managerial positions in the future. As a rule, the period of stay of specialists in the personnel reserve is no more than 2 - 3 years.

To prevent the personnel gap, the company is successfully implementing the following practice. At least 2 years before reaching retirement age, each manager is obliged to choose a specialist capable of taking his position and begin to immerse him in the specifics of his activities. If the manager cannot decide on a successor, then the personnel management service proposes candidates from the talent pool. She also carries out all subsequent coordination and control over the mentoring process.

Also, this enterprise operates a system of replacing old specialists with new ones, in which the former employee becomes an expert or advisor. At the same time, his salary is fully retained, and his place is taken by a new employee trained by the old one for additional remuneration. This system allows the older generation to painlessly give way to their younger colleagues.

The above examples show that Russian companies, different in their specifics and scale, use a systematic approach to mentoring. This allows them to develop the ability of employees to independently and efficiently perform the functions assigned to them. And also to quickly adapt to the working conditions and to the corporate culture of the enterprise.

In this article, we will talk about the essence of mentoring. We will explain how to select mentors and implement the system in an organization so that it is not a formality.

From the article you will learn:

Download samples and materials to help you implement the system

What is the essence of mentoring

The mentoring system is an effective modern method of adaptation and training of employees both when hiring and transferring to a new position. Mentoring reduces the stress level during hiring, speeds up the development of job responsibilities, and makes the process of getting to know the team and corporate values smoother.

If you are thinking about mentoring, then your company is quite mature. Mentoring is a complex system that takes time to implement, but has undeniable advantages: successful implementation will significantly increase the efficiency of the organization's employees.

Mentoring has not been an innovative approach for a long time; it has already established itself as a proven and effective method of adaptation and training of personnel. Even in the ancient world, craftsmen took on assistants so that they could gain experience in practice and master the craft. Today, many companies, especially manufacturing companies, use mentoring of new employees. The goal of implementing mentoring is to quickly teach newcomers to production processes, team rules, corporate culture.

Mentoring is an organized system, each element of which works in conjunction with others for a common goal. The achievement of the goal is monitored on a regular basis. For this, the following indicators are distinguished:

In the context of mentoring in an organization, the most often talked about is individual adaptation and learning.

A newcomer, whom an experienced employee paid attention to, worked with him, explained and introduced him to other colleagues, feels gratitude to the company and an internal desire to repay in kind. This helps to reduce the number of layoffs and improve the atmosphere in the workplace.

Which companies need a mentoring system

The positive effect of the mentoring system in the organization

Mentoring has a positive effect on the speed of adaptation, the quality of training, loyalty and employee satisfaction. But there are other important results from the implementation of the mentoring system. This is an atmosphere of continuity in the company, when mentors themselves show by their own example what corporate values are important for the company, what functions are performed by employees, how they communicate with each other, and what products are released to the market.

The mentor is encouraged financially and non-financially. For example, a talented mentor can participate in a competition for filling managerial positions (in the talent pool).

An effective mentoring system will also help:

reduce costs and time to reach high labor productivity;
quickly reach a level that meets corporate standards;
increase the level of professionalism of all personnel;
reduce staff turnover;
to reduce the risk of employee burnout;
to increase the efficiency of training - development and adaptation of personnel;
increase employee loyalty;
to achieve the penetration of the values of corporate culture into the personality of each employee;
to increase the HR brand and the popularity of the company in the labor market.

Mentoring as a way to reduce staff turnover

High staff turnover is costly for the company. It is especially high during the probationary period. The trainee quits, because he does not feel attention to himself, he is left alone with ignorance of requirements, stress. Errors that are not corrected during the probationary period can be fixed in the employee's work algorithm for a long time. For a short period of 3–6 months, a beginner can burn out emotionally, feel unnecessary. The mentor helps to cope with these states, gives a sense of significance and importance, fills the beginner's work with purpose and meaning.

The employee, with whom the mentor works, easily joins the team. Already on probation, he gets to know all his colleagues, knows who and when to contact, if he needs help or advice. The friendly staff strengthens the newcomer's confidence that it is worth staying and working in this company.

Mentoring as a factor affecting performance

The losses incurred by the company by training a newcomer do not pay off soon. Mentoring helps and learning, whereby losses to the organization are minimized. The new employee is ready to perform his job functions with high quality, understands the requirements for the position, knows his duties and criteria for the quality of work already in the first months. A benevolent atmosphere of mutual assistance causes him to increase motivation, labor productivity grows.

Old employees also work hard to set an example for the newcomer. At the same time, the spirit of positive competition reigns in the team.

When the system will work and bring a positive effect

The mentoring clause is based on certain attitudes that not everyone will agree with. If leaders do not accept the principles of mentoring, the system will not work effectively. Determine in advance that your company is ready for this. Mentoring works if:

mentoring is not set high goals;
the leader understands what basic skills need to be taught to a beginner;
the company has the opportunity to implement a long-term way of learning and adaptation;
the organization has the funds to invest in the mentoring system;
mentors have the time and opportunity to work with a beginner;
it is possible to control the quality and quantity of knowledge transferred to the employee;
a mentor works with one or more newcomers, but no more than 5.

Key points on the basis of which the mentoring system is developed

In our company, employees who have become mentors have the opportunity to undergo training in management skills. In addition, these professionals receive mentoring bonuses. All this is spelled out in our internal document governing the mentoring system. There is also an internal information base, where the goals and plans of the mentor are entered, and then it is recorded what and how he does. Based on this, we determine the size of the mentor bonus. But I emphasize that not only material motivation is important. Employees should be aware that participating in the mentoring system is the next step in the career ladder. The mentor can get a promotion, for example, become a leading manager, if he was just a manager before, or enter the talent pool, applying for the position of deputy or head of a department.

Requirements for a mentor

Not every employee is suitable for the role of a mentor. First, select from the number of employees those who formally fit the requirements for a mentor. Such people have the following characteristics:

they love to answer questions;
willingly share their experience;
want to be needed;
willingly teach others.

What qualities should a mentor have

Then move on to a deeper analysis. Calculate employees - ideal candidates for the role of a mentor on the following grounds:

an experienced and competent professional who has knowledge, abilities and skills;
are constantly developing and learning;
long work experience in the company, work experience in a position from a year;
executive, disciplined employees who perform their work efficiently and on time for a long period;
want to be mentors;
are respected by colleagues, leaders who turn to for advice;
inclined to teach and explain, patient and level-headed teachers;
sociable, open, sociable, emotional and inclined to empathy;
organized, able to structure their time and information, think over a training plan.

Qualities for an effective mentor

Only after careful selection can a specialist be approved and included in mentorship order.

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Even more useful materials for download in the section Samples and documents for journal materials

Mentor Code of Conduct

Each mentor must adhere to the following rules:

communicate with a newbie confidentially, openly;

train the trainee personally, allocate personal time for him;

show the newcomer the right values: learning, development, improvement, growth;

teach a beginner to get an answer to his questions, effectively learn from someone else's and his own experience;

praise for your successes.

Mentor and newbie motives

The success of the mentoring system in an organization depends on the correct combination of the internal motives of the two sides of the process - the trainee and the mentor.

The mentor asserts himself, and the ward seeks to raise his authority.
The mentor exhibits overbearing behavior, and the trainee wants support and mutual assistance.
The mentor is worried, supervising, taking care of, and the trainee gets the approval of the supervisor.

How to train mentors

Train mentors according to the plan outlined in the organization's mentoring policy.

	Task
	Give mentors sufficient pedagogical knowledge
	Build teacher skills in mentors
	Set up mentors so that they are positive about their task, status
	Introduce mentors to the rookie training plan, set mentoring goals
	Develop a training plan and familiarize mentors with it
	Train mentors in teaching methods
	Identify the mistakes of the mentors and teach them the correct algorithm of work.
	Inform mentors about the results the beginner should achieve after training
	Teach mentors to overcome difficulties and challenges when teaching newcomers, dealing with objections, and so on.
	Determine how many people will be taught by one mentor, form groups
	Highlight knowledge and skills that beginners will not be able to gain from a mentor. Send such employees to other departments, to other companies
	Prepare study materials
	Highlight premises, stationery, props
	Plan your class schedule
	Develop reporting, control methods
	Implement a mentoring and quality control system.

Challenges of implementing a mentoring system

Problem 1: mentoring was invented by HRs

Employees do not understand the purpose of mentoring and treat the system as an idea for the HR department. This causes resistance, employees are not involved in the process, they sabotage it. Involve employees in the development and implementation of mentoring in the manufacturing enterprise, take ideas from them, hold collective meetings so that employees consider mentoring their initiative.

Problem 2: mentors don't want to teach newcomers

If mentors do not understand the value of their work, do not want to teach anyone, do not take responsibility for the newcomer's success, the mentoring system will not work. Be sure to work with the motivation of mentors, select those who have an intrinsic interest in being a teacher for the trainee. It happens that leaders force their subordinates to be mentors. In this case, the work will also not be successful.

Problem 3: mentors are reluctant to receive training in mentoring, teaching, and professional skills

Mentors must be motivated for personal and professional growth... Set aside time for training so that employees don't linger after work.

Problem 4: mentors are reluctant to pass credit after training

Encourage employees to have a positive attitude towards appraisal and training. The success of the system depends on the quality of mastering pedagogical and professional techniques.

Problem 5: mentors are formal about the task

If employees are not involved in training newcomers, give them a minimum of information and do not devote enough time, the effect will be the opposite. Monitor and evaluate the performance of mentors. Get both intermediate and final results.

Download questionnaires to help keep mentors' work under control

Pay attention to these issues. If one of them is present, the results of mentoring will be reversed. New employees and old people will be demotivated, work processes will be less efficient, knowledge will not be transferred to trainees in the required volume. If the trainee and mentor did not work together, promptly replace the mentor with another.

Instead of the usual departments, we have resource groups. The head of this group, an experienced resource manager, is responsible for the professional training of new employees, for their adaptation, oversees their further professional activities, and promotes career growth. The resource manager draws up a "course for a young soldier" for young specialists, develops control tasks, monitors how they are performed, and works on mistakes. If the resource group has grown too large, the resource manager can choose an assistant for himself - select a special person in his group - a team leader, who also takes on the functions of a mentor.

How to implement mentoring in an organization

To avoid implementation problems, enlist the support of the company's top managers. In addition, the HR department should create a supportive information environment for mentoring in advance. The system needs to be described from the best side, to explain the benefits of its implementation.

Department leaders also need to know and understand the benefits of implementing the system in an organization. They convey information to subordinates, popularize mentoring in the team.

Incentivizing mentors

For mentors, both tangible and intangible incentives can be developed. This can be a bonus based on the results of training trainees, compensation for overtime and labor intensity. It is also important to encourage employees to value their mentoring role. Intangible methods are perfect for this. For example, the ranking of the best mentors.

Offer your mentors a benefits package:

additional paid vacation days;
discounts on training, free professional seminars, courses and trainings;
inclusion in personnel reserve ;
free corporate parking space;
vouchers to the sanatorium, vouchers for children;
personalized awards: watches, accessories;
tickets for entertainment events, etc.

All allowances must be formalized. Employees should know the clear criteria for fulfilling their tasks, the amount they will receive for additional work. If the system of non-material incentives is well developed, and the staff is initially loyal to the company, material incentives may be minimal or absent altogether.

How to appoint a mentor, arrange and pay for his work

Signs that the organization needs a mentoring system

The company has a distributed system of departments, in which the performance of a variety of functions is concentrated.

Employees often leave the company on probation or in their first three years with the company.

Knowledge is transferred with difficulty in the company; after the employee leaves, no one knows what he was doing, it is not transferred, since the tasks of each employee are not formalized.

The company's product is complex and intellectually rich, the company has the know-how, and requires local training for newcomers.

The company coexists in the market with strong competitors, it needs to constantly develop.

There are other reasons why it may be necessary to introduce some form of mentoring in an organization.

Job profile as one of the success factors for the mentoring system

Summing up all that has been said, it becomes clear that for the success of the mentoring system, both internal (motivational) components and understanding of goals (specific knowledge, skills and abilities) are important. In order to choose the right mentoring plan for a new employee, you need to create a job profile. Clearly describe the roles of each employee, what they need to know and be able to do in order to do their job effectively. Also identify areas of proximal development, possible career growth. This is the basis for the onboarding training plan.

1. The order of skill formation

Training is the process of assimilating knowledge, skills, and abilities at the required level for a certain period.

Knowledge is a person's reflection of objective reality in the form of facts, ideas, concepts.

Skill is the willingness to consciously and independently perform practical actions based on the acquired knowledge, life experience and acquired skills.

Skills - appear when performing the necessary actions, brought to perfection through repeated repetition.

Learning is a process of acquiring and assimilating new knowledge and skills that goes through four stages and represents the transition from unconscious incompetence to unconscious competence.

1.Unconscious incompetence.

With unconscious incompetence, the employee does not know that he does not know or does not know how to do something (“I don’t know that I don’t know”). The employee has not yet realized the lack of his own competence. A typical example would be a waiter without professional education and training in a training center. Such employees have work experience, but do not even imagine that there is a method of accepting an order using the “herringbone” method, a conflict resolution algorithm “LAST”. In previous jobs, they generally coped with their duties, although they had difficulty when asked to recommend something from the menu or when a conflict arose. Until the waiter finds out that the methods exist, he considers himself to be quite competent in matters of service, believing that the problem is in conflicting visitors.

2.Conscious incompetence.

With conscious incompetence, the employee acquires “knowledge of his ignorance”. Employees with no work experience often believe that work in the hospitality industry is not difficult and it will be easy and quick to master it, they learn about the true volume during the hiring process or in the first days of training. Employees with experience, observing the work of the Mentor or in the process of explaining the material, realize the amount of insufficient knowledge and skills.

3.Conscious competence.

In order to become consciously competent, an employee needs to undergo training. Often at this stage, the trainee copies exactly the actions of his mentor. Then, for some time, the employee silently or in a whisper performing actions will repeat the order of execution, controlling each action. Having learned something, he will exactly repeat the original text and explanations, give the same examples that were given during the training. At this stage, it is difficult for the trainee to explain knowledge "in his own words", and when performing a set of actions, the employee may confuse the sequence or skip a piece.

4.Unconscious competence. With unconscious competence, the employee performs certain actions so often that they become habitual, a subconscious algorithm is developed. The employee performs work operations "automatically" without thinking about the sequence. The skill is mastered.

Often, the Mentor does not know how to convey experience, cannot explain to the new employee the algorithm of actions, because he himself is in the stage of unconscious competence. As a brilliant artist who says to an apprentice "learn", but does not help himself, he cannot explain what and how to do. This happens because the Mentor developed his skills on his own, without explanation and / or not familiar with the process of skills formation.

Employees come to hotels and restaurants with different levels of training. standards and technologies of work are different, everyone needs primary training. A mentor usually helps a new employee to master the following knowledge and skills:

1) Operating standards:

- acquaintance with the company (values, mission, history, organizational structure);

- study of safety rules (rules for working with equipment, sanitary requirements);

- studying the rules of discipline (rationing of the work shift, the duration of breaks, familiarization with job descriptions, as well as the policy of dismissal, rules of conduct such as smoking, personal conversations, using a personal mobile phone, penalties for violations);

- acquaintance with the motivational system (salary payment schedule, bonuses, career growth, privileges, discounts and benefits);

2) Service standards:

- study of the standards of service for the Guests (general rules of conduct, performance of service procedures, calculation, methods of making payments, handling complaints);

- conducting training in sales techniques for service personnel (training in consulting sales, upselling techniques, recommendations, etc.);

3) Working procedures:

Preparation and maintenance of the workplace and service areas (sanitary standards, cleaning times and procedures, the amount of consumables or raw materials for service);

2. Basic teaching methods in mentoring

A teaching method is a way of joint activities of a teacher and a student, aimed at mastering the student's knowledge, skills and abilities, as well as developing student motivation.

The main teaching methods used in the beginning of mentoring are instructing, demonstrating actions or behavior. The choice of teaching method depends on the complexity of the operation or the skill to be mastered. For more difficult operations it is better to use instruction, for simpler, easier to remember - a demonstration, for communication skills - behavioral modeling. It is most effective to start training in mentoring with practice, this allows you to immediately include the employee in the work.

Demonstration- a method of teaching labor processes, aimed at studying simple processes and practicing repetitive skills. For example, folding napkins, completing a cleaning trolley, registering a pass to work, etc.

This method is effective when:

The demonstration does not drag out

The mentor explains in detail what needs to be done and clearly shows how to do it

Examples are given of when this skill can be used and how it helps in the job.

Execution technology:

Stage 1. The coach-mentor tells, performs (explaining the techniques).

Stage 2. The student retells the sequence of actions and, in case of correct repetition, shows. This ensures that the task is completed correctly the first time.

Stage 3. Further, the trainee practices independently, works out the technique until he can perform the operation without errors. If the employee has experience in performing such operations, then this stage takes a minimum of time.

Coaching is a method of teaching a sequence of labor actions, aimed at studying complex work processes and working out an algorithm for performing skills. For example, the procedure for checking in a Guest, setting a table for a banquet, cleaning a room, etc. The fastest way to train employees with no work experience

Coaching is carried out in four stages:

Stage 1. The mentor tells and follows the procedure (explaining the techniques).

Stage 2. The student tells the algorithm of actions - the mentor performs, strictly following the words of the student (if this does not entail injury, etc.)

Stage 3. The trainee helps to complete some of the actions (usually the beginning or a simple operation), the Mentor does the rest. This reduces the likelihood of error, since it is difficult to remember the entire sequence of actions and the technique of execution. This stage is also important in that it reduces the fear of failure among employees with little experience; it is often difficult for these employees to enter into communication with the Guest, to work under supervision. This stage can take several days.

Stage 4. The Mentor and the Trainee change places - The Mentor helps with simple operations, the Trainee does the main part. Further, upon mastering the algorithm, he works in a neighboring area, ready to help. Periodically supervises the work and corrects in case of errors. It should be borne in mind that it takes an average of 21 days for a person to develop a stable skill to perform complex operations, often employees quickly master the sequence of actions in the first days (form the skill), but then they begin to make mistakes and confuse the order or technique of performing operations, forget the details. In this case, you can go back to the previous step or add other teaching methods.

Behavioral modeling is a relatively new method of teaching interpersonal skills and attitudes change. This method is mainly used in the framework of trainings that involve the wider use of active learning methods, which include this method. It teaches specific skills and attitudes related to professional communication between employee and visitor.

A typical example of behavioral modeling is when a mentor shows a beginner a model of how to work with a Guest. After that, beginners are given the opportunity to independently reproduce the proposed behavior model. The role models that are offered to employees using the behavioral modeling method are designed to best suit work situations, so behavioral modeling has a very high degree of positive transference. Another positive aspect of this method is that the trained employee can “try on” the role of the Guest and evaluate what actions or phrases from the service personnel they like and what cause rejection. This method is also effective in correcting communication errors. In the event that an employee with work experience has mastered an incorrect behavior model and insists on using it, the Mentor, applying the same model (or slightly exaggerating) during game maintenance, will be able to show the student the incorrectness of the erroneous method and achieve a change in the desired direction of the student's attitude.

Behavioral modeling has its merits:

Role playing and the subsequent discussion of the results of the role play make it possible to better understand the motives of the behavior of both the employee whose role is being played and the motives of the opposite side;

Helps to see typical mistakes made in situations.

Behavioral modeling is carried out either on an individual basis in a student-mentor pair or in small study groups of up to 12 participants.

Video training is the simplest type of training - it requires neither an instructor, nor a special room, nor a fixed time - the student studies there, then and as it is convenient for him. In humans, visual perception prevails over auditory, which is why video is the most visual and productive form of learning. Experience has shown that videos, combined with practicing the material through various exercises, and then in practice, are more effective than just instruction. The Institute of Hospitality company produces video trainings for hotels and restaurants, for example, "Standards of service in a restaurant", "Organization of a buffet", where the implementation of basic actions is shown by professional waiters and managers. Many restaurants now actively use videos with the recording of the preparation of dishes (filmed during the study or tasting). Records of the order of assembling dishes are reproduced on kitchen tablets before the start of the shift, recalling the sequence of actions to working chefs, and the appearance of dishes to waiters.

Benefits of video tutorial:

Connection with practice: the stories are based on real events that took place at specific workplaces;

Visibility and accessibility of material presentation. The video is as close to life as possible, with its help it is possible to show objects and processes in detail and in motion;

Possibility of self-learning and repetition. Any employee at a convenient time for him can take a video course and independently study the topic by watching the film and following the instructions provided;

Possibility of multiple use in group lessons and individually; both for new employees who need to adapt to the position and improve the previous level of development of business skills, and for long-standing employees to refresh their knowledge, introduce them to innovations;

Ease of use: training can be carried out at a convenient pace, in a convenient place, at a convenient time, which is psychologically comfortable for the majority.

Economical form of education. An organization can buy or shoot a video course once, and use it repeatedly.

Lecture is a traditional and one of the most ancient vocational training methods. Lectures allow you to convey a large amount of information in a short time and answer additional questions. Modern lectures differ from those that were previously read at institutes, now they often use an interactive lecture - they conduct group discussions on the problem under consideration, offer to solve practical problems, use many visual aids, such as slides, handouts with the main content of the course and assignments, topical articles on this topic. In mentoring, they mainly use mini-lectures for 10-15 minutes on various issues. Most often, this is additional information on the company's product, service standards, and the history of the enterprise. The mentor can use the mini-lecture as explanations for the textbook, explain the need to perform certain actions, explain the features of the psychology of service. Many learners find it difficult to remember the sequence of actions if the meaning is not clear. It is hard to learn the menu by memorization, without knowledge of the peculiarities of the kitchen. A mini-lecture in the second phase of mentoring helps to solve this problem.

The effectiveness of teaching in the lecture presentation of the material is determined by: the personal characteristics of the lecturer, interest in the topic under study, the ability to clearly and clearly present the material, etc.

Advantages of lecture presentation of material:

Good opportunities during the lecture to quickly change the sequence of topics (or individual questions),

The tempo of presentation of the material easily changes depending on the reaction of the listener;

The ability to train several people at once.

Master Class is a popular form for deepening the knowledge of staff. An expert in any field to share experience or methods and techniques of work. For the line staff of the restaurant, master classes on menus and drinks are held in most companies. The master class is usually conducted by a restaurant chef or representatives of supplying companies, product presentation and work techniques are often combined with tasting. For a mentor-chef, this teaching method will be the leading one in the preparation of cooks.

A master class is also possible during the working day. Many line and top managers in the hospitality industry have experience working in frontline positions and periodically share the secrets of mastery with students or subordinates, or show an example of how to perform job duties. In addition to the educational effect, this training method from company leaders is a powerful motivation for employees to acquire and develop skills.

Visibility, the opportunity to ask questions to the presenter;

Ease of organization.

Analysis of practical situations (case studies) - a method of studying situations from the experience of practical activities of the organization. It is one of the oldest and most proven methods of actively teaching problem analysis and solution preparation skills. Ideal for the preparation and development of the management team. Consideration of practical situations (cases) involves the analysis and discussion of hypothetical or real situations by a group or student. Consideration of practical situations is based on discussion, discussion in which learners play an active role, and the trainer controls the discussion by asking leading questions.

The purpose of this method is to teach how to analyze information, structure it, identify key problems, generate alternative solutions, evaluate them, choose the optimal ones and develop programs of action. The method allows them to develop the skills of analysis, diagnosis and decision-making, which will allow them to be more successful in solving similar problems in their professional activities. The material for analysis can be an article from a newspaper, video recordings, a phone call, etc.

The student needs to determine what the problem is, analyze it in the context of the described situation and suggest possible ways to solve it. The problem proposed in a specific situation may have several solutions. Usually the analysis does not end with the definition of "right" and "wrong" decisions; different approaches to solving the identified problem can be considered on an equal basis. The process of making decisions is the essence of the method of dealing with practical situations, and this process is often just as important as the decision itself.

The main purpose of the method is to consolidate and deepen knowledge, develop algorithms for analyzing typical situations that allow you to quickly recognize similar situations in your work practice and make the most effective decisions on them, as well as intensify the exchange of experience between students.

In individual work, the Mentor offers the Trainee typical situations (for example, refusal to pay the bill) and helps to find ways out of the situation. In the future, when faced with complex or conflict situations, it will be easier for an employee to find a solution.

The advantages of the method:

If the discussion takes place in a group, each participant has the opportunity to compare his opinion with the opinion of other participants;

The relevance of the problems being solved and their close connection with the professional experience of the participants;

If a similar situation arises, the trainee will have ready-made solutions.

Training(not to be confused with training as a form of learning that combines active forms) is a method that focuses on the practical development of skills and abilities. In mentoring, ideal for developing motor skills. For example, there is no other way for a chef or bartender to learn certain skills other than repetition. The training is focused primarily on obtaining practical skills necessary in everyday work, many as a result of training use the metaphor "get your hands on". incentives for activity increase significantly.