Model Of Mentoring

Mentoring is basically a relationship which gives individuals the chance to share their personal and professional skills and other experiences, and to develop and create all the while. Ordinarily, it is a coordinated relationship between a more experienced and a less experienced representative. It is based upon support, productive remarks, openness, common trust, appreciation and a readiness to learn and share.
The mentoring program allows employees to have a mentor or a counsellor, which taking to support their experience, skills and knowledge, provides advice and guidance to the employees regarding their performance through the organisation and thus facilitates the learning process, focusing and in developing its professional profile with

• By giving access to institutional and professional information, mentoring relationships help to deteriorate obstructions to viable workplace environment and career success.
• In mentoring relationship, mentors help mentees with self-advancement and profession management by assisting them with exploring different parts of their organisation like governmental issues, standards, values, aptitudes, capabilities, and so forth.
Models of mentoring
1. One-to-one mentoring
In this model of mentoring, one mentor is associated with one mentoree along with a trained manager who evaluates the progress in the tenure of 9-12 months. However, the mentoring project manager sets the individuals considering with the same criteria like experience, goals, identity, and assortment of different components.
Merits
• Since it is a well-known model, therefore, individuals have got potential to have a good with it. As this model considers the support to the mentor and mentoree that develops individual relationship.
• This relationship offers mentoree a discriminating support, which considers the mentor with the program manager.
2. Group

• As said by Murray and Owen (1991), cost-viability is one of the significant advantages of mentoring. As they state, mentors tend to do their guiding part in conjunction with their normal position.
Factors considered when introducing mentoring to the workplace
• Establishing agreed operating principles and processes
It is vital for members and mentors in a formal mentoring procedure to have a reasonable comprehension of the desires and procedures of the mentoring structure. Given that the mentoring procedure is generally determined by the relationship between mentor and mentee, it is essential to make the procedure basic, simple to take after with obviously characterised procedures and limits.
• Developing a closure policy
The mentoring program needs to unmistakably express the courses of events for the project and in addition a clear characterised process for leaving the mentoring relationships so mentors are not influenced to feel that they have to proceed with the mentoring relationship casually.
Role of the mentor in the mentoring relationship
The main role of mentor is to give direction and support to the mentee taking into account his or her remarkable formative