Training and Mentoring in Human Resources Term Paper by Nicky

Training and Mentoring in Human Resources
A discussion on mentoring and training programs in the contemporary organization.
# 151048 | 1,159 words | 2 sources | APA | 2012 | US
Published on May 20, 2012 in Business (Management) , Business (Human Resources)

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The paper looks at the new issues in the area of human resources that have arisen out of the new global business culture and can be most effectively handled through proper mentoring and training programs. The paper then examines the objectives of all training and mentoring programs, the standards used to determine the appropriateness and efficacy of a specific training and/or mentoring program, the range of delivery methods to be implemented, the content of these programs, their time frame and the method of evaluating their success. The paper also addresses the importance of feedback following a training session or a mentoring program and looks at the possible courses of action that can be pursued when the training and/or mentoring programs provided within an organization are not adequate.

New Needs in Training and Mentoring
Objectives of Training and Mentoring Programs
Performance Standards in Mentor and Training Programs
Mentorship and Training Delivery Methods
Content for Training and Mentoring Programs
Time Frame
Evaluation Methods
Encouraging Feedback After Mentoring and Training Programs
Alternative Avenues for Further Development

From the Paper:

"The objectives of all training and mentoring programs can basically be broken down into two categories--goals for the individual, and goals for the organization. These two different sets of goals are completely intertwined, of course, but they can also be examined separately. For the individuals involved--both the mentor and their mentee--the goal is to establish a better understanding of the company's needs, and to develop better methods of addressing and fulfilling those needs (HR 2009). At an organizational level, mentoring and training programs generally attempt to establish a continual learning environment or "learning organization"--one that continues to grow and respond to changes within the workplace and in the industry/business world at large (Heathfield 2009).
"The standards used to determine the appropriateness and efficacy of a specific training and/or mentoring program can vary from business to business and industry to industry. Basically, though, there are certain criteria that every mentoring and training program aims for, and success in these areas establishes what is called by some a "mentoring culture" (Heathfield 2009). Accountability, alignment, and communication are the top three sought-for results of an effective mentoring program; when these three areas have been adequately addressed to the point that participants in the program hold themselves accountable, are aligned with company visions and policies, and are able to effectively communicate (both transmitting and receiving communications), the programs has been successful."

Sample of Sources Used:

  • Heathfield, S. (2009). "Coaching / Mentoring / Knowledge Management / Learning Organizations." Accessed 25 October 2009.
  • HR. (2009). "Mentoring." Accessed 25 October 2009.

Cite this Term Paper:

APA Format

Training and Mentoring in Human Resources (2012, May 20) Retrieved July 05, 2022, from

MLA Format

"Training and Mentoring in Human Resources" 20 May 2012. Web. 05 July. 2022. <>