These serve to provide only as much structure to give mentors and Mentees a common set of expectations. Each mentor and mentee will develop their own relationship. You do not have to fulfil every possible function of a mentor to be effective, but do let your mentee know where you are willing to help and what kind of information or support you can give that you believe will be particularly helpful. In order to be effective:

As a mentor, you are expected:

• Ensure that confidentiality in the relationship is preserved – trust is essential in a mentoring relationship.
• To share your experiences, insights and advice.
• To invite them into your union environment to give them a glimpse of how you function within context. It is very helpful for them to see you at work as it provides them with a context in which to observe the skills they are learning.
• It is hoped that the relationship will develop such that you will be open to providing advice.
• It is the quality of the relationship, not the quantity of time spent that determines the success of the mentoring relationship.
• Staying in Contact; it is very important to maintain contact with your mentee. Contacts can be made by telephone or you can meet informally, if it is convenient for you, you are encouraged to invite them to your office or to presentations, meetings, or wherever else they can see you in the context of your work.
• The mentor should be readily available to the mentee to answer questions; this availability implies responding within 24 hours to specific inquiries initiated by the mentee and meeting in person with them at least every 2 weeks.
• The mentor should strive to introduce the mentee to important colleagues.
• On an agreed regular basis, the mentor should provide the mentee with an oral and written assessment of their progress, strengths and areas for improvement.
• Clarify expectations about how much time and guidance you are prepared to offer.
• Let them know if they are asking for too much or too little of your time.
• Give constructive criticism including praise as well as specific suggestions for improvement.
• Where appropriate, promote their accomplishments to others in your workplace, as well as at conferences and other meetings.
• Include them in union activities whenever possible.
• Teach them how to seek other development opportunities whenever possible.
• Be willing to provide support for people different from yourself. Avoid the temptation to assist only those who are most similar to you.
• Listen to their needs and expectations.
• Work with them to help them develop and establish realistic and obtainable goals.
• Be committed to serve as a resource.
• Encourage them to explore new areas.
• Attend scheduled events and notify the program if you are unable to attend.
• Follow up on commitments made to them.

Contact them immediately if you are unable to attend scheduled meetings.

(c)neilbenbow