DOD Mentoring Resource Portal
The DOD Mentoring Resource Portal objective is to reinforce and influence an enduring mentoring culture throughout the Department of Defense.
Why a Mentoring Resource Portal?
- To promote awareness about mentorship and its benefit
- To develop an online tool that shares ready-to-use mentoring resources available to the DOD workforce
- To offer an enterprise one-stop-shop for mentoring tools and guidance
- To assist DOD personnel who desire to enter into a mentoring relationship or need to reinvigorate an existing one
- To provide DOD Components/Agencies with resources to develop/enhance mentoring programs
Who Benefits from Mentoring?
- Sharpen Management/Leadership/Interpersonal Skills Supervisors
- Increase productivity in the workplace
- Builds awareness of personal biases, assumptions, and areas for improvement Workforce in General
- Increase self-awareness and self-discipline - mentoring encourages the individual to grow beyond usual expectations
- Positive and constructive feedback on professional and personal development areas
- Improve technical competence
How Does the Organization Benefit from Mentoring?
- It positively impacts all organization levels.
- Enhances Performance: Teams improve as members increase in competence, awareness of personal biases, etc.
- Increases Organizational Knowledge: Increased understanding of your role and its importance to the mission.
- Fosters Commitment: Mentoring increases the understanding and acceptance of values and goals. It increases engagement, alignment, and retention. It helps participants to feel they are an integral part of the organization.
- Supports Recruitment: Mentoring promotes the organization as the employer of choice because it shows commitment to its people and the employer of choice because it shows commitment to its people and their personal/professional development.
- Facilitates Leadership Development: Mentoring facilitates knowledge transfer of culture, values and other key components.
- Improves Succession Planning: Increase use of agency's Human Capital planning and succession development efforts - helps establish the talent bank.
The DOD Mentoring Resource Portal contains a plethora of resources. To better serve our stakeholders, the portal's content has been grouped into the roles shown below. Please access the portfolio that best describes your role.
Executives and Managers: The Information for Executives and Managers Portfolio contains resources for individuals leading people or organizations. The content under this section is geared towards individuals with senior managerial responsibility with the power to put plans, actions and laws into effect.
Experienced Supervisors: An Experienced Supervisor is an employee occupying a supervisory position for more than two years. The Information for Supervisors Portfolio contains resources for Experienced Supervisors serving as Mentors and New Supervisors being mentored.
New Supervisor: A New DOD Supervisor is an employee occupying a supervisory position who has been in that position for less than two years. Probationary period begins at date of appointment and ends one year from that date. Some agencies may choose to designate supervisors gained from another federal agency or another DOD component as a new supervisor.
Supervisory Mentoring: The Office of Personnel Management describes Supervisory Mentoring as an inherent relationship of leadership. The Individual Development Plan usually outlines expectations for supervisory coaching and feedback. Most frequently, this mentoring is informal and related to day-to-day guidance about the current job. As leaders, supervisors should also encourage outside mentoring partnerships, informal and formal, and allow their employees to time to work on them.
It is recommended that an Experienced Supervisor in a mentoring role be:
- Someone from beyond the chain of command
About two grade levels or with two to three years of experience above the individual
- Someone in your Career Field
Mentoring Program Coordinators:Information for individuals managing mentoring programs.
Mentors:A Mentor is the more experienced person in a voluntary developmental relationship that is characterized by mutual trust and respect. .
Mentees:A Mentee is the less experienced person in a voluntary developmental relationship that is characterized by mutual trust and respect. .
Supervisory and training and Development, NDAA 2010, Section 113, also mandates specific supervisory education and mentoring for new supervisors.
- (d) DEVELOPMENT OF TRAINING PROGRAM FOR SUPERVISORS. -- (1) The Secretary shall develop—
(A) a program to provide training to supervisors on use of the new authorities provided in this section, including the actions, options, and strategies a supervisor may use in—
- (i) developing and discussing relevant goals and objectives with the employee, communicating and discussing progress relative to performance goals and objectives, and conducting performance appraisals;
- (ii) mentoring and motivating employees, and improving employee performance and productivity;
- (iii) fostering a work environment characterized by fairness, respect, equal opportunity, and attention to the quality of the work of employees;
- (iv) effectively managing employees with unacceptable performance;
- (v) addressing reports of a hostile work environment, reprisal, or harassment of or by another supervisor or employee; and
- (vi) otherwise carrying out the duties and responsibilities of a supervisor;
- (B) a program to provide training to supervisors on the prohibited personnel practices under section 2302 (particularly with respect to such practices described under subsections (b)(1) and (b)(8) of such section), employee collective bargaining and union participation rights, and the procedures and processes used to enforce employee rights; and
(C) a program under which experienced supervisors mentor new supervisors by—
- (i) sharing knowledge and advice in areas such as communication, critical thinking, responsibility, flexibility, motivating employees, teamwork, leadership, and professional development; and
- (ii) pointing out strengths and areas for development.