Internship, Equity & Employee Development Programs
Mentor Information
Managers
Mentors
Role for Mentors
Mentoring Q & A
Managers
Internship, development and career assistance programs offered
by, or in partnership with the Civil Service Commission, are an
excellent opportunity for employers to bring in fresh perspectives
into their workplace, and further the move toward a workforce that
is more representative of the community served, by providing skilled
individuals with exposure to government. While distinct, these programs
do share the objective of building a renewable and diverse workforce
with qualified and competent individuals. These programs consist
of a rigorous recruitment process, assessing the skills and abilities
of applicants, and those competencies required in today's workplace.
By participating in one of the internship programs, you can contribute
to providing experience and a challenging work environment to one
of these many qualified individuals
For additional information on specific program components please
visit their individual sites. Further information on how you can
support one of the Manitoba civil service's internship, development
and career assistance programs, can also be obtained by contacting
one of the following program coordinators:
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Mentors
Mentoring opportunities are available in the following
programs:
Aboriginal Management Development Program (AMDP)
Aboriginal Public Administration program (APAP)
Career Gateway Program for Members of Visible Minorities (CGP)
Financial Management Development Program (FMDP)
Management Internship Program (MIP)
Mentoring involves a professional one-to-one relationship
between individuals of different levels of experience and expertise
in an organization.
Mentoring means undertaking to help a less experienced
person acquire the breadth of perspective, networking skills and
goal setting capabilities required to succeed in an organization.
Mentors make themselves available to meet on a
regular basis with their intern.
Mentors work to create a rapport that encourages
interns to bring problems and challenges forward for discussion.
Mentors may suggest joint activities, such as
structured discussions.
Mentors provide for networking and other opportunities
for support on specific issues or concerns.
Interns should know what they want from a mentoring
relationship.
Interns should think about the skills they want
to develop and the organizational knowledge they would like to gain.
Interns should be prepared to reciprocate the
trust, respect and feedback they receive from mentors.
Interns should be willing to have time and accessibility
to commit to the mentoring relationship.
While each program has its own unique characteristics,
the role of a mentor remains the same. Individuals volunteer as
mentors because as managers, they are committed to improving service
delivery. They want to ensure that interns have the opportunity
to learn about the corporate culture. In order to achieve these
goals, mentors will contribute in the following ways:
- Provide a corporate view of service issues and accountability
for key aspects of their department's strategic priorities.
- Have a variety of contacts and relationships which will enhance
the experience of the interns, and be willing to share.
- Be skilled at building relationships and willing to help interns
develop better relationship skills building.
- Able to model, transmit corporate values, and to "decode"
corporate culture.
- A willingness to share personal experiences if it will assist
the interns in developing their leadership abilities and competencies
- Have time and accessibility to commit to the mentoring relationship
- Be at a senior level within the Civil Service
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As Communicators, mentors
- encourage two-way exchange of information
- listen to intern's career concerns and counsel accordingly
- create an environment for open interaction
As Counsellors, mentors
- work with interns to identify and understand career-related
skills, interests and values
- help interns evaluate appropriateness of career goals
- counsel in times of personal crisis and problems if interns
request advice
As Coaches, mentors
- help clarify professional and development goals and objectives
- clarify and communicate organizational goals and objectives
- recommend specific behaviours in which the intern needs improvement
- serve as a role model to demonstrate successful professional
behaviours
As Advisors, mentors
- communicate formal and informal realities of progression in
the organization
- recommend training and development opportunities from which
the intern could benefit
- recommend appropriate strategies for career direction
As Resource Persons, mentors
- identify resources to help the intern with specific problems
- expand the intern's network of professional contacts
As Advocates, mentors
- may intervene on the intern's behalf, representing the intern's
concerns to higher levels for resolution on specific issues
- arrange for the intern to participate in high-visibility activities
with or outside the organization
- promote mentoring across the organization
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Mentoring Q & A
Q: What are the characteristics of a good mentoring relationship?
A: Trust, respect and mutual benefit, reciprocal
responsibilities.
Q: What are the benefits of Mentoring?
A: For the organization:
- effective method of shortening the learning curve
- more knowledgeable employees with broader perspectives
- a visible commitment to developing and retaining leaders
- improved communications and a stronger organization through
the transfer of its vision, goals and values to the next generation
of potential leaders / professionals in the workplace.
For the Mentor:
- personal satisfaction in helping an aspiring intern
- opportunity to gain a different perspective on work related
areas
- expansion of contacts within the organization
- opportunity to give something back to the organization
For the Intern
- assistance with personal skill development and career planning
- understanding organizational values and systems
- opportunity to develop a networking system
- exposure to decision-making and leadership style of more senior
managers
- access to organizational knowledge
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