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mentanetguidelines	[ DIR ]	drwxr-sr-x	2013-10-02 15:42
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ECSA Candidacy Guide.pdf	619.84 KB	-rw-r--r--	2013-10-08 09:41
SACAP Candidacy Guide.pdf	115.36 KB	-rw-r--r--	2013-10-08 09:42
SACPLAN Candidacy Guide.pdf	166.88 KB	-rw-r--r--	2013-10-08 09:42
SACQSP Candidacy Guide.pdf	154.67 KB	-rw-r--r--	2013-10-08 09:42
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 <td>Understanding the differences between mentoring and supervision
 This note has been prepared to help clear up the confusion about what is required of mentors, particularly external mentors, who are increasingly being called upon to assist with the development of graduates. 
The role of mentor, supervisor and coach should be seen as follows:
 <ul>
 <li>Mentoring: helping to shape an individual&rsquo;s development, beliefs and values in a positive way; often a longer term career relationship from someone who has &lsquo;done it before&rsquo;.</li>
 <li>Supervision: providing specific instructions and closely supervising their execution to ensure that the tasks are accomplished. The supervisor takes responsibility for the task.</li>
 </ul>
 The diagram below shows the difference between the role of the mentor and the supervisor. Candidates are likely to have many supervisors, but should ideally only have one mentor. Considering the above definitions, in the context of candidate training, the roles are described in more detail as follows:
 <img src="mentor.jpg" width="600" height="451" />
 Mentoring
In terms of a mentor, his or her role is to ensure that the candidate gets an adequate range of experience, with increasing levels of responsibility, decision-making and complexity. Ideally, the mentor would be involved in the preparation of the training plan (i.e. what projects get assigned over the next year or so), keeping in touch with the candidate and assessing progress quarterly or at the very longest, six monthly. Where progress is not being made, the mentor would intervene/advise accordingly. 
The mentor is not the coach who explains to the candidate what to do on a daily basis, checks work, tutors etc and effectively transfers skills. Normally, the line-manager or supervisor would perform this role. Sadly, these are the people who are too busy to actually spend enough time with their candidates. This is where our young people are crying for support, and are calling for mentoring. Effectively, what they are asking for is not mentoring, but coaching and in situations where supervisors are rarely available, they require supplementary supervision. 
Some companies are happy to allow external capacity to work with line-managers, understand what work has been assigned to candidates and then help them to progress and learn as they execute their projects. Typically for a new graduate, a couple of hours of support a week is required as a minimum. 
Supervision
 We have also been asked to provide full-time supervisors to manage and coach teams of graduates. Typically, one person working full-time in such a role can handle a maximum of 12 candidates, structured in two teams. Members within each team should do similar work, so that they can be managed and coached in groups for a portion of the time. 
 Mentor/supervisor
 There is no requirement for the mentor and supervisor roles to be performed by two different people - one passionate person with time can serve as both, or the roles can be carried by several people if the company is structured that way. 
 Based on the above, there are several roles which external, retired experts can play: 
 <ul>
 <li>Mentors: Mentors would typically get to know the company, assist with developing the training plan, make contact monthly by telephone or email and would visit quarterly to carry out assessments, and recommend adjustments. The time required for this level of support would be about 24 hours per annum.</li>
 <li>Supplementary supervision and coaching: Here the candidate would have work assigned by the line-manager and would require assistance with rolling out projects. An hour or two a week will be needed &ndash; it is suggested that the time required in the first year would be 5 to 8 hours a month.</li>
 <li>Full supervision: Here an external person would be appointed to gather all project briefs from line-managers, brief and oversee the roll-out of all projects handled by graduates. This requires considerably more time on behalf of the supervisor, who will need to offer two to three hours support a week i.e. 10 to 12 hours a month per graduate. </li>
 </ul>
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