2. Please answer A and/or B:
A. What insights do you have after reading this week’s article?
B. Reflect back to when you have learned via the 70 or 20 – how had that been a richer experience than if you learned via the 10?
3. In our chapter this week, the authors discuss Mentoring. You’ll also remember they talked about mentoring in an earlier chapter (pp. 233-234). Mentoring programs benefit both the mentor and the protégé. Given this, should all high potential employees be both a mentor and a protégé? (Note: think about the pros and cons)
Respond agree or disagree and why
2.John Roos provides some career advice in our video supplement.
Take one of his suggestions and tell me who would best benefit from this developmental advice (e.g. what might a person be going through that should receive this suggestion)? John Roos
According to John Roo’s video, I took away from his advice: Don’t be afraid to take a step back in your career if you think it will help you move forward in the long run. I totally agree with his advice because I had a previous history. I used to take a step back from my last job, which I feel was valuable in working in the hospitality industry. The management tried to work hard to succeed in the business goal and made higher revenue. I thought it was the right thing to do, but they should improve employee engagement and support employees at the same time. The reason was employees would help them to create customer satisfaction and increase the revenue. One thing I found out is management never gave a right hand to their employees and increased turnover rate in the organization. I decided to step back, and the organization inspired me to acknowledge in Human Resource Management. It was an important industry to learn more about people and employee learning and development. I have to find a new step to start not only the careers but also enroll for a master’s degree as well. It likes beginning the first step again, and I feel it is valuable time and experience to manage people and understand them. At this time, it is hard to find an opportunity to get in this career, but I never give up trying. This will be beneficial in the future for a career path where I will understand the team and support them whenever I can. This is the success of management and business goal.
3. Part A:
I had an A-Ha moment when I was reading this article. I’ve always considered blended learning the same as what the article defines it, as a mix of classroom and virtual training. But after reading the executive summary and learning about the 70-20-10 rule, it hit me that blended learning also includes the 70% that comes from challenge assignments (which I mainly interpret to mean on the job learning/learning from experience).
I think of how this relates to my job as a project manager. Probably close to 90% of what I know I have learned from the many years of doing this. The rest I learned from my PMP exam prep class. Learning on the job and from shadowing other project managers has been a richer experience because it has been real world scenarios in the moment they are happening versus something from text book or study guide. Learning it in the moment has also taught me how to shift gears on a moments notice and that the same or similar situation doesn’t always have the same solution because of other project factors that could be involved.
4. The insight that I have from this article is that organizations “continue to invest in most of their training budget in the classroom events and eLearning” though most development comes from challenging assignments and developmental relationships. I think that there is disconnect between formal learning and the application of skills/training transfer and the development of employees and only focuses on the classroom portion of training.
I have learned a lot through the 70 part of informal learning, challenging assignments. The example for me was when I was learning a new reporting system and immediately assignments to generate and analyze the information were given by my supervisor. I think the challenging assignment was more rewarding and memorable as a skill. It provided a real-world relevance to the skills that I was learning by being to play around with features for myself and make mistakes while trying to run the reports and being able to it to learn for future reports.
5. I do think that all high potential employees should be both protege and mentor.
Being a protege creates an opportunity for better job performance and greater career satisfaction, create a more positive self image, help to create stronger interpersonal relationships, creates motivation and can result in more career success (Bergelson, 2019). As a protege, you should choose your mentor carefully though. You might end up with someone who isn’t a good fit for you,
Being a mentor has many benefits such as getting better at your own job, help build up the knowledge of your protoge, develop management and leadership skills and learn new things (Huhman, 2011). However, a couple of risks include not being matched with the appropriate protege and lack of adequate time to dedicate to your protege.
Even though there are cons to both, I still feel that the advantages far outweigh the disadvantages.
6. Mentoring is important, not only because of the knowledge and skills the proteges can learn from mentors, but also because mentoring provides professional socialization and personal support to facilitate success in career and beyond. Quality mentoring greatly enhances the proteges’ chances for success. In addition to developing skills, mentoring helps form a supportive relationship between the mentors and the proteges’. Mentorship is beneficial to both the mentors and the proteges; mentors are proud to be part of the proteges’ journey and in turn, the proteges feel honored and invested in. Hence, I strongly believe and encourage high potential employees to be both a mentor and a protege. Irrespective of how highly talented a potential employee is, it is really helpful to have someone guide them through the organizational climate, culture, and the processes at the organization.
Having said that, a few cons for all high potential employees being both a mentor and a protege are: enhanced feeling of resentment when a mentor is not completely invested in the organizational culture, however talented a potential employee is, it takes a while for them to become a seasoned mentor, and lastly, it can be hard for someone to schedule their time to be able to coach/mentor proteges at the workplace. There are more advantages than disadvantages for a high potential employee to be both a mentor and a protege.
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