11 reasons how employers can use mentors to foster positive peer pressure updated 2023
Write a 700- word paper discussing how group norms exert influence on an individual’s behavior.
1. Describe the meaning of Group Norms and give three (3) examples;
2. Discuss ways employees can avoid the pitfalls of negative peer pressure; and
3. Explain how employers can use mentors to foster positive peer pressure to create an effective team.
Use these 3 assignment topics as Level 1 section headings in your paper so each topic is identified.
Be sure and write an introduction and conclusion and Reference page
How Mentoring in the Workplace Can Strengthen Your Company
Mentoring in the workplace is a popular way for businesses to integrate new workers into the organization as seamlessly as possible. But these efforts can and should be so much more than an onboarding tool.
Strong mentoring programs not only provide support for new hires but also help create an open, inviting culture that emboldens all workers to contribute their ideas for improving the company.
Mentoring in the workplace also encourages goal setting, and in a new Accountemps report, 93 percent of the workers surveyed said goal setting is important to their work performance, yet for some professionals, those discussions with managers never happen.
five tips for achieving success with mentoring in the workplace.
1. Match mentors and mentees
Some employers make the mistake of having new hires shadow veteran employees in the hopes that key information will just naturally be transferred. However, this “follow Joe around” type of arrangement is typically an unproductive approach to the onboarding process and certainly doesn’t qualify as a mentoring relationship — particularly if the mentor and mentee are a poor match.
To make a good match, you need data. One way to gain information is to create a questionnaire that asks interested employees about their career objectives, communication styles, and what they are looking for in a mentor or mentee. Then pair them up according to their responses. Successful mentor-mentee pairings are those where the participants have similar interests and personalities, as well as complementary goals.
2. Build strong mentoring programs
Make mentorship an integral part of your company culture. Promote it during the recruitment process, start matching new hires with mentors during orientation and make sure the pairs have the tools to succeed. This requires planning, internal marketing, training and plenty of follow up. Make sure managers at the highest levels talk up the program, emphasize its importance and are themselves participants.
In order for formal employee mentorship programs to be a success, there needs to be buy-in from both top management and rank-and-file staff. Kick it off during an all-company meeting or departmental retreat. Keep the communication clear, simple and positive. Make sure everyone knows participation is voluntary, but at the same time stress the importance of mentoring on career success and also the company’s bottom line.
Don’t expect the program to run on autopilot after launch. Request regular feedback from each participant and look for ways to improve processes. Be sure to collect success stories and testimonials for future program promotion.
3. Establish roles and responsibilities
Mentoring relationships and programs vary not only from one organization to the next, but also from person to person. However, it’s important that all participants understand that “mentor” is not synonymous with “supervisor.” Mentors supply advice and guidance; they do not give work assignments or tell mentees how to do their jobs.
After they’re paired up, encourage the mentor and protégé to help their relationship grow by staying in regular contact. Check-ins by email or phone are fine, but occasional in-person meetings are critical. Some mentors and mentees have weekly coffee get-togethers, while others do lunch every month or two. For both parties to benefit from mentoring, they must meet consistently.
The person tasked with overseeing the mentoring program should check in with each participant a few weeks after they’re paired up to make sure the relationship is going smoothly.
4. Engage in goal-setting discussions
Companies benefit when team members have clear goals that help meet overall business objectives. Workers who can see a clear future with a company and feel supported in their professional endeavors are more likely to want to stay with a company.
Some of the suggestions mentors can use to help with goal setting include the following:
- Provide access to training and development opportunities
- Offer feedback on performance and recognition for good work
- Partner with mentees so their goals align with the business objectives of the company
5. Highlight benefits of mentoring in the workplace
The benefits of mentoring go beyond welcoming new staff members. Mentoring relationships can result in the following:
- Increased knowledge transfer
- Job satisfaction
- Smart succession planning
- Development of leadership skills
- Motivation for professional development and accountability
- Achievement of goals and objectives
- Stronger internal networks
- Increased teamwork
- Improved staff retention
Mentees aren’t the only ones who benefit from mentoring relationships. Team members who take an active role in guiding and counseling others have the opportunity to develop their leadership skills, and show senior management their readiness to take on greater responsibilities. Mentors also note the satisfaction of helping others — paying it forward — as one of the biggest benefits of mentoring relationships.
What’s more, the learning goes both ways. For example, tech-native millennials may be able to teach boomer mentors how to harness the power of social media, though mentoring has less to do with age and is more about transferring knowledge. By purposefully matching employees of different areas of expertise and generations in the workplace, you help employees diversify their skill sets.
As you put together an employee mentoring program, remember that it’s much more than simply a prolonged orientation. By making strong mentoring relationships an integral part of your corporate culture, every participant can benefit, which will only strengthen your department or company.
What are Group Norms?
Group norms are the informal guidelines of behavior and a code of conduct that provides some order and conformity to group activities and operations.
These rules are expected to be followed by all the group members.
These norms and rules usually develop gradually and informally as group members learn as to what behaviors are necessary for the group to function effectively.
These norms may include a code of dress for meetings or being on time for the meetings and behaving in a predictable manner both within and outside the group meetings.
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- Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. University Press of America.