Based on your needs analysis and your capstone preparation, design a survey you can use to conduct a pre- and post-assessment for your capstone. The survey should include success indicators to help you collect data about the effectiveness of the project.While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines.
needs_assessment.docx

mentorship_implementation.docx

needs_assessment.docx

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Running head: NEEDS ASSESSMENT
1
Needs Assessment-Mentorship Program
Alise E. Jenkins
Grand Canyon University
12/7/18
NEEDS ASSESSMENT
2
Needs Assessment-Mentorship Program
Scope
Formal mentoring programs help companies increase job satisfaction and commitment,
retain employees, and cultivate organizational citizenship behavior. This needs analysis is
designed in identifying the milestones for the training course on employment-related mentoring.
It also helps in establishing content, learning outcomes and competencies, duration, teaching and
learning strategies for training courses on employment-related competencies. The first step
before developing a mentorship program involves determining the need areas in the organization.
Therefore, if one is planning in offering a mentoring program, it is advisable to have the
interested members fill out an assessment form to determine the recurring needs.
Needs Analysis Questionnaire
Although there are numerous ways of conducting a needs assessment, the needs
assessment in this project involved a form containing possible interview or focus group
questions:
NEEDS ASSESSMENT QUESTIONNAIRE

Based on personal opinion, who should participate as mentors in the mentorship
program?

Should mentor participation be mandatory? Why or why not?

What are the strengths of the firm’s current processes and systems for employee
socialization and development?

Would a formal mentoring program address any gaps in the company’s current
developmental process? If yes why? If no why? How would it integrate into other
existing systems?
NEEDS ASSESSMENT

3
What goals, issues, and needs should the mentoring program focus on addressing? (For
example, retaining employees, employee skill development, broadening exposure, and
socialization.)

How long should the mentoring relationship last?

How should the organization evaluate the mentoring program?

Should the company reward the mentors and employees for their participation? If so,
how?
The questionnaire is the most appropriate tool for this situation because:
1. Questionnaires are practical while gathering data intended for a targeted group.
Therefore, they can be managed various ways by picking and choosing questions
asked as well as the format, whether multiple choices or open-ended.
2. The scalability allows people to gather information from a large audience while
the costs used are relatively low.
3. These surveys thrive on anonymity, which maximizes comfort for those
answering the questions. Since this is the corporate world, some employees may
be cautious with revealing their identity when expressing their opinions for fear of
retaliation by bosses.
4. They cover all aspects of the topic because many questions can be asked.
5. By targeting a broader audience, one gathers large data, which makes information
clearer in identifying the gaps and accurately narrowing them down.
6. Questionnaires are easy to formulate since they are quantitative. Therefore, they
allow easy analysis of the results. Online questionnaires prove easier in handling
NEEDS ASSESSMENT
4
due to built-in tools, which help analyze the information without any statistical
knowledge or scientific research.
Findings from the Needs Analysis
The needs or gaps in the current organization showed that:

There is no current mentorship program

There is a need for mentors in the organization to help with career growth.

There is need for mentors to help specialize and refine employee skills in current
job roles.

There is a need for mentors in higher corporate ladders like CEO’s to continue to
foster growth through the entire management chain.
Running Head: MENTOR PROGRAM
1
Mentor Program Implementation
Alise E. Jenkins
Grand Canyon University, LDR- 655
12/18/19
MENTOR PROGRAM
2
Mentor Program Implementation
Description of the Scope and Purpose
A formal mentoring program is a complex activity in an organization which entails the
support and encouragement of employees to manage their learning with the aim of optimizing
their potentials, improve their performance, and develop their skills and facilitating them in
becoming the people that they want to be. This program involves focusing on the employees,
understanding their specific needs and circumstances, and enriching them with the necessary
skills to support their progress. This program increases the commitment of employees and their
job satisfaction. It is a need analysis that entails the identification of the milestones for the
training the course of employment that is related to mentoring. The need assessment will involve
the gathering of information both at personal and organizational levels to examine the scope of
the program.
The purpose of the program is to design and implement a mentoring program with the
aim of supporting the practitioners in career development and the necessary skills in their
professions. It focuses on the career development of the professional and increases their job
satisfaction, which includes decreasing employees’ turnovers. The program aims at benefiting the
organization by optimizing the contribution of the employee to the achievement of missions and
visions of the firm. It aims at supporting the mentees in learning their roles and developing their
relationships across the firm. The program is also a demonstration that the firm is devoted to
pursuing its business missions by preparing mentees to greater responsibilities as they develop
their careers.
An Outline of the Action Plan
MENTOR PROGRAM

3
Selection of the developmental area such as the consideration of the relationship between
the mentee and the mentor, selection of the skills and competency or behavioral areas

Creating developmental objectives and development of SMART goals to explain the
desired outcome

The creation of mentoring actions, where the mentor and the mentee should identify
various specific activities that will be undertaken to attain the developmental goals

Listing support mechanisms where the mentor identifies and list the required support to
optimize the implementation of the developmental activities. It can incorporate other
employees, monetary resources and time.

Timing and milestones will involve the mentor and the mentee selecting a suitable
deadline for the conclusion of each developmental activity. This stage may also include
the setting of the overall deadline for the completion of the development in a target area.

Examining the criteria for success will entail the mentor and mentee identifying criteria
and methods for evaluating success.
Unique Organizational Factors
Among the unique organizational factors to the implementation of this program is the
inadequate resource. This factor may be in the form of expertise, monetary or infrastructural
resources. Mentoring program involves extensive research in assessing the need of an
organization and implementing the program and therefore requires adequate investment in
resources. This challenge can be addressed by ensuring that the organization is adequately
prepared with a well-defined plan. It should have processes that outline the purpose of the
program and explanations for every step of the plan.
MENTOR PROGRAM
4
The program may be faced by lack of willingness from different stakeholders. The
leadership may fail to provide adequate support because of the perception that the impacts of the
program are not experienced quickly. This challenge may be addressed by the identification of
measurable metrics to examine the success of the program. The organizational objectives should
be identified clearly, upon where they should be aligned with the strategies of the firm. Besides,
metrics of success to prove mentoring training should be indicated and adhered to with
seriousness.
Leadership Theories and Concepts
The program will involve the leadership concept of effective communication. This
concept is paramount especially between the mentor and the mentee in examining the
effectiveness of the program and in addressing emerging issues during the process. It will
involve the mentors in assisting the mentees in understanding the overall business strategy and
examining the factors that contribute to the achievement of organizational objectives. The
program will, therefore, be implemented by technically proficient mentors, who have adequate
familiarities with the organization and its goals.
Participative leadership theories can also address the program. The approach suggests
that an effective leadership style incorporates various factors. The leaders advocate for
participation and contribution from other members of the group and assist members in
identifying their skills. It involves making the mentees replenish their commitments to the
process of decision making. The theory will apply to this the mentoring program because it
provides the leaders with the freedom to allow the contribution of others.
MENTOR PROGRAM
5
The mentorship program will be examined through transformational leadership. This
leadership theory results in mutual elevation and stimulation that prepares followers into leaders
or moral agents. In the context of the mentoring program, the leaders will align the mentees with
their self-interests in the process of development. The mentors will indulge in self-sacrifice to
address the needs of the mentees.
Running head: NEEDS ASSESSMENT
1
Needs Assessment-Mentorship Program
Alise E. Jenkins
Grand Canyon University
12/7/18
NEEDS ASSESSMENT
2
Needs Assessment-Mentorship Program
Scope
Formal mentoring programs help companies increase job satisfaction and commitment,
retain employees, and cultivate organizational citizenship behavior. This needs analysis is
designed in identifying the milestones for the training course on employment-related mentoring.
It also helps in establishing content, learning outcomes and competencies, duration, teaching and
learning strategies for training courses on employment-related competencies. The first step
before developing a mentorship program involves determining the need areas in the organization.
Therefore, if one is planning in offering a mentoring program, it is advisable to have the
interested members fill out an assessment form to determine the recurring needs.
Needs Analysis Questionnaire
Although there are numerous ways of conducting a needs assessment, the needs
assessment in this project involved a form containing possible interview or focus group
questions:
NEEDS ASSESSMENT QUESTIONNAIRE

Based on personal opinion, who should participate as mentors in the mentorship
program?

Should mentor participation be mandatory? Why or why not?

What are the strengths of the firm’s current processes and systems for employee
socialization and development?

Would a formal mentoring program address any gaps in the company’s current
developmental process? If yes why? If no why? How would it integrate into other
existing systems?
NEEDS ASSESSMENT

3
What goals, issues, and needs should the mentoring program focus on addressing? (For
example, retaining employees, employee skill development, broadening exposure, and
socialization.)

How long should the mentoring relationship last?

How should the organization evaluate the mentoring program?

Should the company reward the mentors and employees for their participation? If so,
how?
The questionnaire is the most appropriate tool for this situation because:
1. Questionnaires are practical while gathering data intended for a targeted group.
Therefore, they can be managed various ways by picking and choosing questions
asked as well as the format, whether multiple choices or open-ended.
2. The scalability allows people to gather information from a large audience while
the costs used are relatively low.
3. These surveys thrive on anonymity, which maximizes comfort for those
answering the questions. Since this is the corporate world, some employees may
be cautious with revealing their identity when expressing their opinions for fear of
retaliation by bosses.
4. They cover all aspects of the topic because many questions can be asked.
5. By targeting a broader audience, one gathers large data, which makes information
clearer in identifying the gaps and accurately narrowing them down.
6. Questionnaires are easy to formulate since they are quantitative. Therefore, they
allow easy analysis of the results. Online questionnaires prove easier in handling
NEEDS ASSESSMENT
4
due to built-in tools, which help analyze the information without any statistical
knowledge or scientific research.
Findings from the Needs Analysis
The needs or gaps in the current organization showed that:

There is no current mentorship program

There is a need for mentors in the organization to help with career growth.

There is need for mentors to help specialize and refine employee skills in current
job roles.

There is a need for mentors in higher corporate ladders like CEO’s to continue to
foster growth through the entire management chain.

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