Organizational Development for Knowledge Management at Water ...

Mentoring
A learning relationship between an experienced employee and a newer, high-potential
employee.
Supports: individual learning, succession planning, knowledge sharing, knowledge
retention
LEVEL OF EFFORT
SIZE OF UTILITY
SCOPE OF WORK
MEDIUM
SCALABLE
WIDE
Mentoring is the relationship between an experienced, proven mentor and a newer, high
potential employee to provide personal learning and communication experiences. Mentoring
can be either a formal Utility-sanctioned arrangement or an ad-hoc relationship that just
happens because both individuals choose to do it. It can last for as little as a month or as long
as both parties desire.
While there are many ways of implementing the process, it usually involves individuals
spending time together and discussing issues and challenges that come up in the organization.
The Mentor describes problems faced in the past and discusses approaches and solutions
he/she used that worked, or did not work. If the two individuals become comfortable with each
other—a highly desirable result—then a deeper sharing of beliefs, insights, feelings and ways to
behave and act can be shared and discussed. Such confidentiality is of great value to the
mentee as it gives her an appreciation for, and understanding of, exactly what it means to be a
senior leader or manger in the organization. In the best of relationships their conversations are
kept confidential, allowing the transfer of knowledge and, to some extent, a deeper
understanding of the nature of the organization and its unstated rules.
During the mentoring process the mentee has the opportunity to shadow the mentor to see
and feel the nature and content of problems, people, environments and the dynamics and
variability of a typical senior manager’s day. When close relationships are developed, these
sometimes last after the mentoring relationship is finished. This results in a strong relationship
network that can benefit both parties and the Utility.
In some cases mentoring relationships do not work out and only surface learning occurs.
Either party can stop the process without reason. Overall, the process is an excellent way to
expose a good, younger employee to what it means to be a senior manager and to learn some
of their deep knowledge, much like the master-apprentice relationships in medieval days.
In Project Study #29 the Utility implemented a formal mentoring program to build
relationships and develop leadership competencies.
Expected Outcomes:
The mentee learns faster and contributes more to the Utility.
The mentor has the opportunity to think about (and question) their own knowledge and
experience as well as learning how younger workers see the Utility and their jobs.
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