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Mentoring Program
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Mentoring Program Mission

The Mentoring Program is a member's only benefit and fundamental expression of New York City SHRM's overall commitment to each member's personal growth and professional development in the Human Resources community.

 

Thank You for your applications. The application process is now closed for Mentees. We are still accepting Mentor applications. 
CLICK HERE for the Mentor application.We will inform you if you were chosen for the program.


SPECIAL NOTE TO APPLICANTS:  All applications will be carefully screened to determine if a mentoring match can be established in the 2017 program year.  After submitting your application, you will be contacted if an appropriate match is identified for you.  Based on the availability of Mentors, Mentee applicants may be placed on a wait list.

If you have any questions please do not hesitate to contact one of the Mentoring Committee Members. Please note that your membership will be verified at the time of application.
 

The Value of Mentoring

Remember when you tried something new, something you've never done before? Wasn't it a little less scary with a helping hand and a reassuring voice to support you?   


That's the power of mentoring. New York City SHRM's Mentoring Program is serious business, for both mentors and mentees.

The professional relationship between a mentor and mentee is a special one. While it is necessary to establish the objectives of both parties, the priority in this relationship is for the mentee to work toward establishing and attaining his or her goals.

The Mentoring Program provides the opportunity to apply real-life wisdom, and the benefit of each participant's point of view, to workplace situations and career development. Regardless of age or career tenure, New York CIty SHRM believes that all members have something to offer each other.

A successful mentorship requires both the mentee and mentor to develop and nurture their relationship; however, the mentee is expected to practice initiative and to play an active role in the partnership.

 

Program Structure

Mentorships run for 10 months beginning each March. Applications to be a mentor or mentee are accepted until December 1 prior to each program year. All participants who are successfully matched will be introduced in March and are required to attend an Orientation session. Both Mentees and Mentors must be current members of New York City SHRM and National SHRM in order to participate.

 

Participant Resources

Each mentee will check-in with a Mentoring Committee Advisor who is available to provide guidance and advice in developing the mentoring relationship. Mentees are expected to check in with their Advisors quarterly.

The Mentoring Committee also has Mentoring Coaches who are available to provide leadership guidance and advice to mentors.

 

Committee Members

Mentoring Committee Chair

Joan Ceinski, SHRM-SCP, SPHR, Chair
mentoring@nycshrm.org

Andrea Goldman, Co-Chair, agoldman112@hotmail.com

Stephen King, srush.king@gmail.com
Randi Marshall, randimarshall4@gmail.com
Nupur Talwar, nupurtalwar@me.com


New York City SHRM Office
Kristin Hassan

khassan@nycshrm.org
(877) 625-4769

 

Interested in the Mentoring Program?

I think we would all agree that this a phenomenal opportunity that New York City SHRM is providing to its members. But, the program may not be for everybody. Please take a moment to review the requirements and time commitment of our mentoring program to see if it would be a good fit for you.

Mentee

Responisibilities of the mentee
The mentee needs to clearly define:

  • Why do I want to be in this type of relationship? What do I want to gain from it?
  • What are the career issues and goals that a more experienced professional can help me achieve?
  • How can a mentor provide me with advice to further my career or address current issues?
  • What can I bring to the table in my mentor / mentee relationship?

Consider your readiness and availability to be a mentee. If you believe a mentoring relationship would be helpful to your professional development, this is an opportunity to actively pursue and obtain guidance and advice.

Also, consider how and why you feel support and guidance from a more experienced professional will benefit you. This is not about finding a new friend or inroads into a new organization. You need to determine the specific things you want to learn in this relationship and how you will apply them towards building your career.

As a mentee, it is critically important that you fully understand the commitment to participate in the program. Please consider the following:

  • Your mentor has made a commitment to helping you build your career. Kindly respect the sacrifice of time and effort your mentor has made for you.
  • Bring your application to the initial meeting. Be prepared to discuss how you can ensure that the relationship is beneficial for both parties, and how you both can maintain expectations that are realistic and achievable.

After the initial meeting, you are responsible for taking the lead in setting a schedule and determining the issues you want to discuss in the meetings. Come to your meeting with written questions or objectives.

Be open and willing to accept guidance and constructive insights from your mentor. To be successful, this relationship relies upon honesty and forthrightness. Trust that your mentor has your best interests in mind.

 

2017 Mentee Applications Accepted Until 12/1/16! The application portal is now closed. Mentors still encouraged to apply all year long. 

 
Mentor

Responsibilities of the mentor

A mentor needs to ask:

  • What are the responsibilities of being a mentor? What skills and advice can I offer my mentoring partner that will help develop his/her career?
  • What can I gain from a mentoring relationship with another New York City SHRM professional?
  • Will the benefit of guiding another outweigh the sacrifice of time and effort?
  • What do I wish I had known earlier in my career and can I help someone else by answering those questions?

How can I be a good mentor?

A mentor is defined as a professional who can share personal insights and provide guidance and support to help establish and reach the mentee's professional goals. With this definition in mind, the mentor can often serve as teacher, sponsor, coach, supporter, counselor, and role model.

As a mentor, it is critically important that you fully understand the commitment to participate in the program. Please consider the following:

  • Be honest and consider what will be required of you in terms of time, effort, and openness. A mentor must be willing to be available to a mentee at least once a month.
  • Be clear on your expectations of the relationship. If you are not sure yourself, the mentee will undoubtedly get mixed messages from you.
  • Prepare the agenda for the initial meeting (e.g., introductions, experience/situations, examples of future goals). While the mentee is requested to come to that meeting equipped with his / her goals for the relationship, as the more advanced professional, the mentor must ensure that this initial meeting is productive.
  • Work with the mentee to clearly define the roles, expectations, and outcomes for each of you. Let the mentee know what you can and are willing to give to the relationship.
  • As appropriate, mentors should take every opportunity to include the mentee in formal and informal New York City SHRM events and meetings.

 

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