« Guide du Mentorat Formel Voir l’historique

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=== Step 2: How do I find a Waze Mentor or become a Mentor? ===
=== Etape 2: Comment puis-je trouver un Mentor Waze ou devenir un Mentor ? ===
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If you are comfortable with the ideas in Step 1, then you need to find a Mentor or Mentee, enter into an agreement, and start participatingHere's how:
Si vous êtes à l'aise avec les idées de l'étape 1, alors vous devez trouver un Mentor ou un Mentoré, conclure une entente, et commencer à participerVoici comment :


==== First: Identify candidates or make yourself available as a Mentor ====
==== Premièrement: Identifier les candidats ou vous rendre disponible en tant que Mentor ====


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Version du 9 juillet 2014 à 06:37

Overview

Cette information est destinée à ceux qui envisagent le Mentorat Formel et de référence pour ceux qui sont déjà dans une relation de Mentorat. À titre indicatif, il devrait vous aider à décider si le Mentorat est bon pour vous et fournir aux Mentors et aux Mentorés une meilleure compréhension de l'approche et des options possibles. Vous pouvez choisir d'utiliser uniquement des parties de ces lignes directrices ou ajouter d'autres approches qui conviennent à vos besoins.

Le """Mentorat Formel""" est une interaction en tête-à-tête entre un Mentoré et un Mentor officiellement approuvé sur Waze avec un objectif défini, sur une durée, et en vertu d'un ensemble commun de règles, dans le but d'accélérer l'avancement de grade et de rôle tout en maintenant une qualité de l'édition et une interaction communautaire sur Waze.  

Pour des informations générales et des information sur le Mentorat Informel, lisez la page Mentorat France.

Découverte

Cet ensemble de directives est l'élément de base de l'effort du Mentorat Formel Waze en France. Il a été créé en faisant des recherches sur un certain nombre de programmes de Mentorat existants de l'industrie, de l'expérience personnelle de l'auteur principal dans la conduite de mentorat en milieu professionnel, et adapté à la connaissance de la Communauté Waze et leurs objectifs. Le mot Formel a été ajoutée pour créer le Mentorat formel comme un moyen de distinguer cet effort du vaste ensemble de Mentorats, d'un Wazer qui aide un autre. Que le Mentorat Informel est essentiel à la communauté Waze, mais est différent du Mentorat Formel.

Cet ensemble de directives peut être appliqué indépendamment de tout processus ou de structure de management qui crée un programme de Mentorat Formel. Par conséquent, il peut être utilisé par des personnes qui veulent un accord plus formel de Mentorat. Il peut également être appliqué pour créer un programme de Mentorat dans une autre région ou pays.

Approche de Mentorat Formel

Envisager une approche de Mentorat en quatre étapes que vous pouvez franchir dans l'ordre. Passez en revue toutes les étapes avant de vous décider à participer au Mentorat comme un Mentoré ou un Mentor.

Etape 1: Voulez-vous être le Mentoré ou le Mentor?

Avant de demander à être encadré (devenir un Mentoré), or de devenir un Mentor, Before you ask to be mentored (become a Mentee), or to become a Mentor, réfléchissez si cette approche est bonne pour vous.

Mentorés Potentiels : Avez-vous déjà lu le Wiki ? Avez-vous regardé à travers le Forum pour voir quels sont les sujets qui ont du sens et y avez-vous engagés une conversation ?

Mentors Potentiels: Avez-vous assez de temps et de patience pour encadrer les autres ? Savez-vous quelles compétences Waze vous souhaitez enseigner à d'autres? Considérez les avantages, les responsabilités et les décisions ci-dessous avant de vous engager dans l'encadrement.

Avantages

Avantages pour le Mentoré: Avantages pour le Mentor:
  • Apprendre l'environnement Waze et les réseaux de personnes plus rapidement.
  • Avoir des personnes de confiance pour poser des questions sans crainte de poser une question stupide, parce qu'ils comprennent que vous êtes encore en apprentissage.
  • L'accès à un "Comité de rétroaction" pour vos idées et vos actions à partager en toute confiance.
  • La possibilité "d'agir au dessus de votre rang" au cours du Mentorat, afin d'apprendre les compétences nécessaires pour le grade supérieur.
  • Rang et Accès aux rôles d'Area Manager ou Country Manager potentiellement accéléré.
  • Augmentation de la contribution à la communauté Waze en s'appuyant sur vos connaissances.
  • Mieux comprendre les idées plus larges affectant Waze, étendre son réseau de contacts.
  • Amélioration de la conscience de soi et le développement des compétences.
  • En mettant en place d'autres membres vers votre propre niveau, vous réduisez la charge à long terme sur vous-même dans la gestion de vos domaines
  • Les Mentors apprennent des Mentorés!

Responsabilitées

Responsabilitées du Mentoré: Responsabilitées du Mentor:
  • Avoir un mentor est un privilège et une opportunité.
  • Respectez le temps du Mentor, cherchez d'autres sources d'informations telles que le Forum et le Wiki avant d'engager le Mentor et pendant le processus de Mentorat.
  • Ecrivez et dites au Mentor un ou plusieurs objectifs que vous avez dans cette relation de Mentorat.
  • Respectez les confiances.
  • Être un mentor est un privilège et une responsabilité.
  • Aider le Mentoré, être solidaire, être positif, faire preuve de compréhension.
  • Respectez les confiances.
  • Demandez au Mentoré ce qu'il veut accomplir.
  • Placez vos efforts et votre energie dans l'accompagnement du Mentoré, lui permettant de progresser dans ses capacités, son rang / sa responsabilité

Engagement

Decisions of the Mentee: Decisions of the Mentor:
  • Pouvez-vous exprimer clairement le type d'aide dont vous avez besoin ?
  • Avez-vous le temps de recevoir le Mentorat que vous demandez ?
  • Voulez-vous un Mentor Formel plutôt que demander de l'aide dans le forum ou le tchat WME ?
  • Savez-vous et pouvez-vous exprimer clairement les compétences que vous souhaitez encadrer ?
  • Avez-vous le temps d'être responsable de Mentorés potentiels ?
  • Plutôt que de devenir un Mentor Waze officiel, préférez-vous garder les choses simples, et seulement offrir de l'aide dans le forum ou le tchat WME ?

Etape 2: Comment puis-je trouver un Mentor Waze ou devenir un Mentor ?

Si vous êtes à l'aise avec les idées de l'étape 1, alors vous devez trouver un Mentor ou un Mentoré, conclure une entente, et commencer à participer. Voici comment :

Premièrement: Identifier les candidats ou vous rendre disponible en tant que Mentor

Mentee: Finding a Mentor Mentor: How to become a Mentor
  • Ask an experienced person you notice in the Forum or Mentoring Forum list to mentor you.
  • Ask an experienced person for a suggestion about who might mentor you.
  • Make a request on the Mentoring Forum for help.
  • Read and be familiar with this document.
  • Read and agree to the Formal Mentor Training.
  • Ensure you have time and can articulate the amount of time you have to any inquiring Mentee.
  • Make yourself available by registering as a Mentor with Waze.
  • Participate and make yourself available on the Mentoring Forum.

Second: Find a match and make an agreement

Not every potential Mentee-Mentor combination will work. Mentees might have to ask several people in sequence to be mentored until they find the right person. A particular Mentor may not have a compatible schedule with the Mentee or might already have a number of other Mentees they are helping.

Mentee: Agreement with a Mentor Mentor: Agreement with a Mentee
  • Try to match with a mentor who is active in the same geographical area where you are active (not always critical)
  • Send a formal request via PM to the Mentor. Identify yourself, your experience, what you need help with, and how you prefer to engage with the Mentor. Ask if they can help you.
  • Continue dialog with potential Mentor to clarify what is needed.
  • Consider if the Mentor is a match in skill and personality to you.
  • If the Mentor is not a match, seek another.
  • Respond to requests for mentoring by giving some of your background, asking for clarification if needed.
  • Continue dialogue with potential Mentee to ensure a successful relationship. If you’re not the right person, be prepared to suggest alternative Mentor(s) and explain why. Consider the personality of the particular mentee, your own skills, geographical area, common work hours, any conflicting commitments, and avoiding overcommitment.
Both Mentee and Mentor
  • If the Mentor-Mentee pairing is a good match, come to an agreement about how long you estimate mentoring is needed. This may be anywhere from week to many months, depending on goals and the scope of skills tranfer
  • How often you would like to interact? Typically at least twice per week is suggested.
  • What is the medium for interaction (WME chat, web conferencing such as Hangouts, phone, e-mail). Often, this requires frequent interactive mentoring for a few weeks and offline communication (e-mail, PM) afterwards

Step 3: Ideas about how to engage in Mentoring Relationship

Once you are in a formal Mentee-Mentor pair, then you need to plan, start, and achieve your objectives to complete your mentoring.

Beyond technical engagement with your Mentor-Mentee relationship, you may want to build trust by talking about other topics, interests, and experiences that surround your involvement in Waze. Your first interaction may be critical to make your relationship successful, so you might want to do it through live online chat, a voice call, or video chat where a relationship can be established. Remember that email and other asynchronous communication can be more subject to misinterpretations. In your first interaction, you should talk about:

  • Both your backgrounds and interests surrounding your involvement in Waze
  • Mentoring expectations for both
  • Time commitment during mentoring and how long it will last
  • There are many ways to engage in mentoring sessions. Some may be right for your partnership, others may not. You may wish to mix and match these to meet your needs:
  • Private Messages (PMs)
  • Personal Email
  • Forum topic dialogue
  • Live chat (e.g., Google Hangouts, IM, etc.)
  • Video chat (e.g., Google Hangouts, Skype, etc.)
  • Telephone conversations
  • In-person meetings
Mentee Dos Mentor Dos
  • Own and drive the relationship. It is up to you, not the Mentor.
  • Active listening and be receptive to ideas. (Mentee should look up Active Listening and become familiar with the technique.)
  • Be understanding.
  • Share experiences, strengths, weaknesses and how you’d like to improve.
  • Actively listen to the Mentees objectives and questions. (Mentor should look up *Active Listening and become familiar with the technique.)
  • Be understanding
  • Provide support and encouragement.
  • Help the Mentee succeed at Waze efforts.
  • Challenge the Mentee to grow through other involvement in the Waze community.
  • Assess whether the skill-building activity requires a temporary increase n mentee rank, and whether the Mentee is ready for such an increase, even temporarily. You may need to assess current skills at the beginning of the mentorship for a week or so to make this decision. Remember, you are responsible for any changes the Mentee makes at the increased rank! For this reason, you may want to ask the Mentee to only do edits under your supervision.
Dos for Both Mentee and Mentor
  • Be respectful and act with integrity.
  • Ask for honest constructive feedback.
  • Provide honest, constructive, feedback
  • Allow issues in the relationship to go addressed; find a third party to guide you on whether to continue and how to continue, if you think there is something wrong that you are not sure about or feel uncomfortable bringing up with your partner.


Mentee Don'ts Mentor Don'ts
  • No-show at your live mentoring sessions or cancel at the last minute.
  • Arrive at your engagement unprepared.
  • Expect instant answers from PMs or email.
  • Ask questions that are too personal.
  • Ask personal favors from your Mentor to promote you in the Waze community.
  • No-show at your live mentoring sessions or cancel at the last minute.
  • Be unresponsive to PMs or email.
  • Chide or talk down to your Mentee.
  • Evaluate Mentee performance or skill
  • Wait for a long time to hear back from your Mentee – If they do not take charge of communication, prompt them to engage.
Don'ts Both Mentee and Mentor
  • DON’T make unreasonable demands (err on the side of caution).
  • DON’T ignore feedback.
  • DON’T abandon or sabotage the relationship if it goes awry; find a way to end it gracefully and with ongoing respect.
  • DON’T allow the mentorship to continue indefinitely. End and claim success for what you've achieved, then start a new arrangement.

Step 4: Completing the Mentoring relationship

After you achieve your objectives, you're not done! Consider the following items.

Depending on the objective of mentoring, it’s scope, and intensity of interaction, it is a good idea to specifically communicate that your mentoring relationship is over so that both of your expectations are clear. This does not prevent future interactions or even another formal mentoring arrangement. Either party of the mentoring relationship can suggest to the other when they no longer need to participate, or can no longer participate for other reasons, such as lack of time they can commit. It is always good to have a final interaction through messaging or live to close out the mentoring relationship.

Mentee: Completing the relationship Mentor: Completing the relationship
  • Let the Mentor know that you no longer need the mentoring relationship, that you’ve achieved your stated goal, or another reason for your decision.
  • Ask about any agreed upon rank or role modifications.
  • Thank the Mentor.
  • Let the Mentee know that the mentoring relationship is no longer needed. For instance reasons might be that they have achieved their goal, that they seem doing fine with their work, or that your skills are no longer the best match.
  • If other skills are needed that you cannot provide, provide that feedback and suggest the Mentee approach another person. Suggest people if you can.
  • Suggest other next steps, if any, that the Mentee might take.
  • Discuss with your regional coordinator (or other peer champs) whether the mentee now deserves a permanent increase in rank… or possibly a demotion. A third party may need to review the skills of the mentee, as the act of mentoring may color the mentor’s opinion of the mentee for good or for bad.
  • Initiate any process for rank change (including removal of any temporary increase if it is decided to not make it permanent, or any permananet promotion or odemotion if warranted).
Both Mentee and Mentor
  • Agree upon future activity or interaction that is not formal mentoring, such as asking questions or advice through PMs and email. The agreement may be to not do so, or it may be allowed with some limits.
  • Discuss what you have both learned from the partnership and the other person.
  • Consider discussing what next steps the Mentee should take in skill building. This may include moving on to other skills, or focusing for a period on the skills just learned.

What happens if things don't work out?

As suggested above, there are a number of reasons why a Formal Mentoring arrangement may come to an end. We hope that the primary reason is that the Mentee has achieved their goals. In some cases things may go wrong because we have competing priorities and different personalities. Rather than harbor concern about what went wrong, try to solve and move past the issue and move forward. Here are some suggestions about what is reasonable and options you may have.

  • Mentor is no longer available (for any reason)
    • The Mentor should seek to find a replacement Formal Mentor. If that doesn't happen, the Mentee should seek to find another Formal Mentor. The previous and new Formal Mentor should evaluate if the prior work and skill set warrant any rank or role change. Mentee and new Formal Mentor should work on new goals and agreement.
  • Mentee can no longer participate (for any reason)
    • Mentee should inform their Formal Mentor rather than just abandon the relationship. It is up to the Formal Mentor to decide if there was sufficient progress for any rank or role adjustment. Temporary rank or role adjustments may be revoked at the Formal Mentor's discretion.
  • Mentee abandons Formal Mentoring (for any reason)
    • Should a Mentee abandon Formal Mentoring for any reason such as becoming unavailable, not communicating at all or insufficient for the Mentor's needs, then the Mentor will indicate via a message that the Formal Mentoring arrangement has been terminated. This assumes that the Mentor has taken reasonable effort to contact the Mentee. Hopefully the agreement outlined the frequency of communication that would be expected. In such cases there is typically no rank or role adjustment and any temporary adjustments are revoked. It is less likely that this editor will be accepted into Formal Mentoring in the future.
  • Personality Conflict between Mentee and Formal Mentor
    • Sometimes, no matter how hard we try, conflict can occur between two people due to personality or value differences. While we seek flexibility in both the Mentor and Mentee, sometimes it doesn't work out. In that case the team should be honest about the disagreement. The Mentor should help the Mentee seek another Formal Mentor. The Mentee may have to do this on their own if the Formal Mentor does not help. A third party should be contacted to mediate, and determine if the Mentees rank and role should be adjusted, and whether any  temporary promotions should be revoked. This should be handled by those managing the Formal Mentoring program. If they are unavailable or partial to the subject, they will assign another Global Champ Mentor. If you feel the Mentor has acted inappropriately see below."
  • Poor behavior by the Formal Mentor
    • We do try to train and mentor our Formal Mentors! It is possible that they could overstep their authority, impose upon or insult the Mentee, or otherwise misbehave in their role as a Formal Mentor and editor. This will not be tolerated in the Formal Mentoring program. In such cases the Mentee should seek to deflate the conflict, reduce communication, and immediately seek help from those managing the Formal Mentoring program. Mentees may also seek advice from and inform a trusted Global Champ. If you feel comfortable doing so, please contact those managing the Formal Mentoring program. Let these people deal with the situation so you don't have to engage in conflict. Be prepared to clearly articulate the issue and present evidence of the issue. If validated, such behavior could lead to removal of Formal Mentor status or other actions as decided upon by the Global Champs or Waze staff.
  • Poor behavior by the Mentee
    • The Formal Mentor should first start by professionally confronting the poor behavior as an issue in useful involvement in the Waze Community and incorporate learning into the Formal Mentoring about such issues. Poor behavior may include but is not limited to blatant repeated errors in editing that damage the map, not following Formal Mentor direction with an intent to frustrate, repeated rude behavior to others in the Waze Community, and intentional disrespect to the Formal Mentor. In such cases the Formal Mentor is expected to clearly articulate the issue and present evidence to other Champs for discussion and advice. Such behavior could result in ejection of the Mentee from the Formal Mentoring program and other appropriate steps as needed such as revocation of editing privileges.

Formal Mentoring Managers

Those editors responsible for managing, developing, and growing the Formal Mentoring program are listed here. Contact them if you have ideas, issues, or questions about the program.