BRANDING Mentoring Research and Preparation Final Report

BRANDING MENTORING Branding building of EU Enterprises through Mentoring

Research and Preparation Final Report O1A4

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Project Consortium

Kisalföldi Foundation for Enterprise Promotion www.kva.hu

Polska Fundacja Ośrodków Wspomagania Rozwoju Gospodarczego „OIC Poland” w Lublinie www.oic.lublin.pl

Győr-Moson-Sopron Megyei Kereskedelmi és Iparkamara www.gymskik.hu

OECON Business and Development Consultants www.oecon.gr

Eurosuccess Consulting www.eurosc.eu

Chamber of Halkidiki www.epichal.gr

CPU Center za poslovno usposabljanje www.cpu.si

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Table of contents 1.

INTRODUCTION ........................................................................................................................... 4

2.

METHODOLOGY........................................................................................................................... 5

3.

2.1.

Field research........................................................................................................................... 5

2.2.

Desk research .......................................................................................................................... 5 SUMMARY OF THE RESEARCH EXPERIENCES .............................................................................. 7

3.1. Literature review and best practices ............................................................................................ 7 3.2. Field research................................................................................................................................ 7 3.3. Mentoring Definitions................................................................................................................... 8 3.4. The characteristics of an effective mentor ................................................................................. 10 3.5. Task, responsibilities and rights of the mentor .......................................................................... 13 3.6. Task, responsibilities and rights of the mentees ........................................................................ 14 3.7. Mentor selection criteria ............................................................................................................ 15 4. RECOMMENDATIONS FOR DEVELOPMENT OF THE MENTOR HANDBOOK ...................................... 18 4.1. Content ....................................................................................................................................... 18 4.2. Structure ..................................................................................................................................... 18 5. RECOMMENDATIONS FOR DEVELOPMENT OF THE MENTOR TRAINING ......................................... 20 5.1. Suggestion for developing the special ‘BRANDING Mentoring’ mentor training ....................... 22 6. RECOMMENDATION FOR DEVELOPMENT OF THE MENTORING PROCESS ....................................... 24 6.1. Main steps of the mentoring process ......................................................................................... 24 6.2. The key factors of a successful mentoring program ................................................................... 26 6.3. Mentor recruitment and selection.............................................................................................. 27 6.4. Mentor – mentee matching ........................................................................................................ 28 6.5. Documentation, measuring and evaluation of the mentoring process ...................................... 28 7. LIST OF THE BEST PRACISES AND LITRETURE .................................................................................... 30 7.1. Best practices.............................................................................................................................. 30 7.2. Literature .................................................................................................................................... 41

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

1. INTRODUCTION The main goal of the BRANDING Mentoring project is to develop a special, professional mentor training and BRANDING Mentoring mentor program.

To do this, as preparation phase, extensive research work has been carried out in Poland, Hungary, Slovenia, Greece and Cyprus.

During the desk research, both national and international literature sources and good practices were analyzed. These provide basic information, special additions for understanding the mentoring processes, compiling a special (BRANDING) mentoring program, reviewing alternatives to mentoring, and developing a special (BRANDING) mentor training.

In order to assess the current business environment, the target group's mentoring and branding experiences, needs and expectations, the research work has been carried out through questionnaire surveys and in-depth interviews.

Their conclusions, experiences and suggestions are taken into consideration in this report.

The results of field work show country-specific factors, but in general it can be stated that there is a need and demand for a special brand-building mentor program to support micro and small businesses’ branding It is unique that trained mentors participate in the program.

The purpose of this Final Report is to summarize the results, experiences and recommendations of the research work (field and desk research), provide inputs for the development of the mentoring handbook, mentor training and BRANDING mentoring process which will be implemented in the next phase of the project.

Interconnecting the results of BRANDING EU 1and BRANDING Mentoring projects will result in elaboration of a tailor mentoring solution for entrepreneurs which is based on real needs and the highest professionalism. This mentoring-training integration is capable for realization of BRANDING Mentoring process and in parallel, a modulated BRANDING Training Program with guidance of trained trainers and mentors.

Thus, the complex ‘BRANDING’ program is a unique solution to provide professional training and practical support (mentoring) in the field of micro and small business branding.

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In frame of the BRANDING EU Project a complex branding training program was developed for SMEs. More info – www.brandingeu.com

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

2. METHODOLOGY The research and preparation phases had two parts: field and desk research.

2.1. Field research Field research was addressed to scale-ups, SMEs, entrepreneurs, business agents, business support organizations and all other stakeholders that wish to enhance their own or their staff’s skills, competences and understanding of branding strategies by being involved in a mentoring process.

The scope of the field work was to gather in depth qualitative and quantitative information concerning the national contexts. To collect the required information, two different tools were used.

The survey was conducted both through a questionnaire and in-depth interviews. All partners took part in the work, which allowed the survey to be broad and colorful.

A total of 141 questionnaires and in-depth interview sheets were the basis of the research.

2.2. Desk research Desk research aimed to collect relevant literature, projects, programs, networks, nationalinternational best practices and initiatives which have added value to the quality of the project activities, both in regard to branding and mentoring process in general. On one side the desk research was based on the selection and analysis of cutting-edge theories, definitions of general mentoring methodology, mentor trainings and training of branding’s mentors, on the other side, on the mapping and analysis of best practices for mentor trainings and methodologies.

Literary reviews (min. 10 national and-or international literaries /country) identify the main EU-international and national state of the art publications aimed at analyzing the cuttingedge theories, definitions of entrepreneurial branding mentoring, mentoring methodologies and recommendations for SMEs’ mentoring effectiveness.

Best practices (min. 10 national and-or international best practices / country) scan relevant EU- international and national best practices or case studies concerning  effective mentoring process in general  mentor training in general (how to become a mentor)  mentor training in branding Best practices or case studies should be well defined and documented.

At the end of this report we collected the literaries and best practices which we reviewed during the survey.

Detailed findings are collected in the national reports.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

a) Interview sheet The interview sheet was used in the target group organizations and stakeholders (min. 5 interview sheets / country) and its aim was to  collect (mainly) qualitative information to identify the characteristics of the national entrepreneurial texture  explore the policy and regulatory frameworks impacting on the development of the knowledge-based entrepreneurship support  explore the knowledge, opinion about the relevant mentoring, mentor trainings of the main national institutional players, interest representative organizations, professional organizations, business development organizations on supporting entrepreneurs b) Questionnaires Questionnaires (min. 25 questionnaires/country) aim was to collect (mainly) quantitative information from the target group about their opinion, experience and needs regarding the mentoring process and mentors.

The received answers help to explore SMEs’ needs and expectations (scope, methodology content) towards a mentoring program and a mentoring program in branding.

The outcomes of both parts of the research, was summarized in the country reports, including identified gaps and domestic relevant needs, as well as literature sources. The reports are available by the project partners.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

3. SUMMARY OF THE RESEARCH EXPERIENCES 3.1. Literature review and best practices Regarding the research work, both literary aspects and good practice, it can be stated that a significant amount of professional material was available.

It is also important to mention, that the range of English-language materials is much wider than on national languages, where several 'basic' and updated materials are available.

Available literature is the most comprehensive in terms of basic definitions in mentoring.

There are fewer literature and good practices in mentor training.

The least materials are available on special field mentor training and there is no detailed information on specific branding mentoring training.

During the research work we came across several approaches related to process steps, expected mentoring-mentor characteristics, selection criteria, etc.

The report highlights the elements which are emphasized in terms of BRANDING mentoring.

3.2. Field research Analyzing the results of the questionnaire responses and the results of the in-depth interviews, it turns out that the implementation of brand building process is a real problem in micro and small businesses’ life. More than 70% of respondents said so.

One of our missions may be to change the approach of the SMEs, this not as a problem, but as a challenge that is essential for the business to grow.

Many respondents build their own brand, but at great cost. 43% of the respondents build their own brand or believe that they are building their own brand. 70% of them highlighted the high cost of own brand building.

In addition to the high cost, respondents also highlighted other difficulties encountered in branding. These difficulties include: lack of specialized knowledge, financing difficulties, planning gaps.

62% of respondents (building their own brand) reported lack of specialized knowledge as the main difficulty.

Participation in a special mentor program is considered by the majority of the respondents – 87% - many respondents as an effective tool for solving the above defined problems and for identifying the directions of the solution. According to the feedback, the optimal duration of such a mentor program is approx. one year. 71% of the relevant respondents indicated this period.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

For the target group an important factor in a branding mentoring program is a brand building – professionalism, practicality and the expectations related to the mentors. These expectations are:  own experience in brand building  openness, helpfulness  personal reliability.

Less important factor is the mentor certification.

Several organizations have shown interest to participate in both the BRANDING mentor training and the future utilization of the mentoring process.

3.3. Mentoring Definitions2 In terms of definitions, several approaches have emerged in research work, which in their emphasis and complexity, were diverse. Of course, most of the definitions contain the necessary qualities and expectations.

The MENTOR A mentor is a person to listen and ask questions that will challenge the mentee to identify the course of action he/she needs to take in regard to his/her own development.

An individual, who is experienced in a particular field, and is involved in transferring his/her knowledge and experience to someone less experienced, usually within the same work field.

The mentor acts as a role model and his responsibility is to support and encourage the mentee, not solve their problems. He guides the mentee toward recognizing his/her strengths, weaknesses, set goals, and hones his/her skills.

Professionals who attend mentoring programs are also engaged in business development in addition to their personal traits, and entrepreneurs are in a unique position of ‘exploring uncharted ground’ and hold sole responsibility for their enterprise A mentor is a person or friend who guides a less experienced person by building trust and modeling positive behaviors. An effective mentor understands that his or her role is to be

dependable, engaged, authentic, and tuned into the needs of the mentee. In our case one more addition is needed: ‘”and trained-skilled in field of brand building.

Professional mentor is a mentor who has knowledge, practical experience and successes in special field which can be a part of the education or business life An entrepreneur mentor has special knowledge and experience about the establishment and operation of an enterprise. It is optimal to have strong entrepreneurial competences. The mentor supports the owners or managers of enterprises

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Partial or accurate quotes from the definitions are from literary aspects collected at the end of the report.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

A mentor is usually understood as a person who offers his or her knowledge, wisdom, and advice to someone with less experience. A mentor is referred to as “a person who supports the development of another person/ a person with usually greater knowledge and experience from a mentee in a specific field, a person who has proper preparation and/or predispositions to share their knowledge and experience A guide who inspires, gives advice, consults, and supports a mentee in achieving his/her goals. He shares his practical experience and knowledge and builds relation based on mutual respect and trust.

All of the definitions above can be highlighted in part or in full, however, taking into consideration the BRANDING Mentoring program goals, we consider the following definition of the professional mentor to be applicable: Professional mentor is a mentor who has knowledge, practical experience and successes in special field and shifts his/her attention to the professional development of the mentees.

His/her role is to use his/her own experience and knowledge to guide a less experienced or less knowledgeable person (mentee) in his/her own professional path.

The MENTEE In the simplest terms: The mentee is the person who is mentored.

We consider this definition as applicable in our project: A mentee is someone who has identified a specific personal or professional goal and who believes that the guidance and help of a mentor – and being held accountable to the mentor – can help him/her achieve his/her goal.

The MENTORING PROCESS Mentorship is a relationship in which a more experienced or more knowledgeable person helps and guides a less experienced or less knowledgeable person.

Mentoring is a process that goes through defined phases to build the relationship and carry out mentoring sessions.

Mentoring is essentially about helping people to develop more effectively. It is a relationship designed to build confidence and support the mentees, so they are able to take control of their own development and work.

It is a professional relationship in which an experienced person (the mentor) assists another (the mentee) in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth.

The process takes place within a defined framework and agreed by the mentor and the mentee.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

3.4. The characteristics of an effective mentor Listing the characteristics of an effective mentor, identified in the research findings, we get a long list which can be separated into several areas: personal, social, professional, business characteristics.

A mentor is effective when he/she: - reinforces rapport at each meeting - holds back from giving his/her own experience until the mentees have fully explored their own issues - summaries during the discussion but ensure mentee summaries at the end - challenges and encourages when need arises - talks less than 20% of the time - makes use of very good penetrating questions - gives considered advice when it is asked for - makes use of silence to ensure the mentee has sufficient reflective space to consider the implications of an insight - does not blame – stays neutral - gives honest answers - not intimidating – easy to approach at any time - knows what he/she is talking about – good at own job - actively questions mentee - enabling, caring, open and facilitative - gives constructive and positive feedback - provides subtle guidance, but ensures mentees make the decisions - interested in mentee personally, genuine concern - willing to debate, argue, discuss - listens and provides feedback - committed to the program’s objectives - being engaging and inspiring - being a role model - shares his/her knowledge and experience for the benefit of the mentee - awares of personal agenda, personal limitations (a mentor is not all-knowing) - has cultural awareness - is very good listener - can recognize problems - is a good guide, facilitator - able to give advice based on experience - proposes a course of action - is helpful in finding resources - aware of own limits - is a competent person or knowing somebody who is competent - is a reliable person who can truly empathize with mentee Valuable personal and social characteristics:

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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desire to help other succeed takes a personal interest in the mentoring relationship openness to work with others demonstrates a positive attitude and acts as a positive role model self-confidence and self-awareness desire to engage with others on an interpersonal level internal motivation to be a mentor willingness to pass along information willingness to share skills, knowledge and expertise willingness to give and receive feedback good questioning, listening and communication skills successful in career common sense lack of prejudice patience and empathy problem-solving skills

Special territorial and professional expectations: - willingness to share skills, knowledge and expertise - successful in career - knowledge of the industry or field - knowledge of the professional process in the area - qualification and practical expertise in the field - leadership or management experience - ‘social-networking capital’ - business secrecy - tailor made and practical approach Taking into consideration the specificities of the BRANDING Mentoring program and on the basis of the research work, the following are the key characteristics of an effective mentor were identified: Personal characteristics: - open personality - challenges and encourages when need arises - enabling, caring, open and facilitative - being engaging and inspiring - being a role model - cultural awareness - can recognize problems - aware of own limits - reliable person who can truly empathize with mentee - a desire to help other succeed - demonstrates a positive attitude and acts as a positive role model - has self-confidence and self-awareness - internally motivated to be a mentor

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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willingness to share skills, knowledge and expertise lack of prejudice patient and empathetic problem-solving skills

Social, relationship building characteristics: - makes use of very good penetrating questions - gives considered advice when asked for - makes use of silence to ensure the mentee has sufficient reflective space to consider the implications of an insight - does not blame – stays neutral - gives honest answers - not intimidating – easy to approach at any time - actively questions mentee - gives constructive and positive feedback - provides subtle guidance, but ensures mentees make the decisions - willing to debate, argue, discuss - listens and provides feedback- reinforces rapport at each meeting - very good listener - able to give advice based on experience - helpful in finding resources - opened to work with others - willing to engage with others on an interpersonal level - willing to pass along information - willing to share skills, knowledge and expertise - willing to give and receive feedback - good questioning, listening and communication skills - common sense - lack of prejudice Professional, business characteristics: - gives considered advice when it is asked for - knows what he/she is talking about – good at own job - committed to the program objectives - shares his/her knowledge and experience for the benefit of the mentee - aware of personal agenda, personal limitations (a mentor is not all-knowing) - cultural awareness - good guide, facilitator - able to give advice based on experience - proposes a course of action - helpful in finding resources - competent person or knowing somebody who is competent - successful in career - common sense - problem-solving skills

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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knowledge in the field of branding, brand building, own brand management knowledge of the professional process of branding, brand building, own brand management knowledge of marketing in general qualification and practical expertise in the field of branding, brand building, own brand management leadership or management experience ‘social-networking capital’ business secrecy

3.5. Task, responsibilities and rights of the mentor It is important to define the framework for mentoring operation. To do this, it is essential to record the tasks, responsibilities and rights of the mentor.

The mentoring operation frameworks also relate to the mentor mentee relationship, the mentoring process and the professional content of mentoring.

Tasks: -

Provision of professional contacts and networking Assisting in determination of goals Fostering appropriate mentoring context/setting Clarification of Boundaries Designing appropriate mentoring scheme Provision of training material, supervision Use feedback for further development Planning and communication Organization Control Coordination Supervision Evaluation Contact initiative and continuous contact Documentation

Responsibilities: - Encouragement for self-discovery - Knowledge in regard to their subject - Encouragement for problem-solving based on individual mentee skills and traits - Creation of opportunities for the mentee - Offering alternative perspectives and sources of information - Be confidential - Draw attention (justified on professional grounds) to situations and circumstances that threaten the enterprise

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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Ensures that the mentoring process reaches the goal (if the mentee is cooperative enough) Ensure an uninterrupted mentoring session

Rights: - Receive sufficient training and resources in order to carry out his/her responsibilities.

- Maintain program focus around the mentee.

- Justify reasons to decline work with any particular mentee.

- Be treated with respect.

- Refuse to do work they deem unethical or inappropriate.

- Accept or reject the mentee’s mentoring requests - Involving an expert and/or advisor - Initiate the closing of the mentoring process These can be included in a separate document which is part of the mentoring process’ documentation or can be a part of a mentor-mentee cooperation agreement.

3.6. Task, responsibilities and rights of the mentees There are just a few cases when arise expectations of mentees but effective work of a wellprepared mentor can prevent if the mentee is not prepared, is not motivated and does not know the mentoring process or the framework.

Therefore, it is important to collect the expectations, responsibilities and tasks of the mentees.

Tasks: - Share information about their strengths, development needs, ambitions etc openly with his/her mentor - Initiate their own development and make the most of learning opportunities - Be open and honest - Ensure confidentiality as agreed with mentor - Provide own experience to aid discussions - Determine of goals.

- Responsible for personal and professional development - Provide feedback - Allow the mentor to take the lead - Consider all advice or suggestions Responsibilities: - Commit to completing agreed development tasks - Define and agree expectations for the relationship - Take responsibility for drawing up their own personal development plans - Provide information, knowledge about organization/occupation and career to aid their Mentor with the provision of advice and support

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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Be respectful, maintain punctuality Accept new opportunities Reflective practice Ask for help when needed Maintain contact Listen, ask questions and follow-up with information provided by a mentor Do work assign by a mentor Show up to the meetings, respect each other time Select mentor/s according to your current needs either spiritual, business, personal Learn

Rights: - Access other sources of advice and information as appropriate - Accept differing perspectives - Accept support and encouragement - Expect from mentor to have sufficient expertise in their subject and be professional - Have the right to refuse to work with any particular mentor - have response to requests on time - Expect confidentiality.

- Accept or reject the advice or suggestions of the mentor - Initiate the closing of the mentoring process These can be included in a separate document which is part of the mentoring process’ documentation or can be a part of a mentor-mentee cooperation agreement.

Both mentors and mentees must be aware of their rights, responsibilities and tasks.

It is advised to organize a special event or a workshop where both parties has the opportunity to meet and get known each other before matching.

3.7. Mentor selection criteria We have ideas about the perfect mentor characteristics (previously collected) and we decide the selection criteria based on them. There is a wide range of factors which can be the criteria to choose the appropriate mentors for the program…

- Already has experience how to develop people - Has a genuine interest in seeing young people advance and can relate to their problems - Has a wide range of current skills to pass on - Has a good understanding of the organization - Combines patience with good interpersonal skills - Has sufficient time to devote to the relationships - Can command a protégé/mentees respect - Has his/her own network of contacts and influence - Is still keen to learn

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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Successful entrepreneurial experience Interested in personal development Skilled in interpersonal relations Good analysis and interpretation skills Involvement in voluntary social work Motivation and experience in service roles Experience in using consultancy Have knowledge of the code of Ethics and be liable for their practice as mentors.

Be able to assist mentees in determining their goals.

Be respectful toward the individuality of their mentees.

Be able to design an effective mentoring scheme.

Be able to measure and evaluate mentoring schemes.

Be able to support mentees in terms of sharing experiences and knowledge, provide contacts feedback.

A desire to help other succeed Takes a personal interest in the mentoring relationship Desire to engage with others on an interpersonal level Internal motivation to be a mentor Willingness to share skills, knowledge and expertise Willingness to give and receive feedback Good questioning, listening and communication skills Common sense Lack of prejudice Patience and empathy Problem-solving skills Knowledge of the branding, brand building Knowledge of the professional process related branding, brand building Qualification and practical expertise in own brand, brand building Leadership or management experience ‘Social-networking capital’ Business secrecy Self-Awareness Organizational know-how Credibility Accessibility Communication Ability to empower A desire to help others develop Inventiveness Empathy Understanding Communication

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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Trust building Empathy Scrupulousness/ conscientiousness Openness to lifelong learning Leadership Problem-solving Creativity Maturity Ethicality

Considering the characteristics of the BRANDING Mentoring program, we highlight the following selection criteria to be of paramount importance in field of mentoring and professional background.

We feel these criteria are the most important in case of the special ‘BRANDING Mentoring’ mentor selection process.

Selection criteria for mentoring: - Internal motivation to be a mentor - Willingness to share skills, knowledge and expertise - Skilled in interpersonal skills - Good questioning, listening and communication skills - Provides subtle guidance, but ensures mentees make the decisions - Shares his/her knowledge and experience for the benefit of the mentee.

- Desire to engage with others on an interpersonal level Selection criteria related to professional background: - Minimum 5 years of experience in field of branding, brand building, own brand development - Knowledge of marketing in general - Managerial background - Experience in consultancy - Good analysis and interpretation skills - ‘Business-networking capital’ Parallel to the literature and based on the findings of the research we do not consider the age as BRANDING Mentors selection criteria.

The steps of the selection process can be a review of the application documentation (preselection, selection), personal interview, and final selection.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

4. RECOMMENDATIONS FOR DEVELOPMENT OF THE MENTOR HANDBOOK In the BRANDING Mentoring program one of the unique tool is the Mentor Handbook, which supports the training, preparation and work of mentors.

4.1. Content Regarding the research work’s comments, recommendations and expectations we concluded, that the Mentor Handbook should include the following topics: - information on ‘who can become a mentor’ - Mentor – Mentee roles, responsibilities, expectations - some ideas/templates for designing worksheets - code of ethics for supervisors, coaches, mentors – confidentiality, personal agenda, conflict of interest etc.

- basic guidance for application of best practices.

- Different terminology (definitions of coaching, mentoring, personal branding, branding etc.….)

- Didactical base for successful transfer of knowledge - Understanding relational structures and processes - Skills and competencies (defining learning outcome) - Marketing and branding - Good practices

4.2. Structure Taking into consideration the results of the questionnaire, in-depth interviews and the partners' own experience, the following recommendation can be made on the structure of the Mentor Handbook.

The role and purpose of this manual is complex. It has to have a role in the personal and professional training of mentors, assist mentors in preparing for the mentoring process and in mentoring work equally.

Taking all these into consideration, this manual should contain at least two major chapters.

The first one discusses the issue of mentoring, the methodology, the process, and the second one needs to create the 'professional equivalence' of mentors.

It may be useful and necessary to supplement the manual with a collection of document samples and templates, which contains the most important templates of the documentation of the mentoring preparation, monitoring, measurement-evaluation and closing.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring a) First major part

The contents of the first part may include basic concepts, definitions, criteria of effective mentor, tasks – rights – responsibilities of the mentor and mentee, steps of an effective mentoring process and a description of the ‘BRANDING Mentoring’ mentoring process (suggestion in chapter six of the report), mentor-mentee relationship establishing and development, the risks of the mentoring process and their elimination. b) Second major part

The second part is designed to develop the professional equivalence of mentors.

Professional equivalence means that the mentors have a defined minimum professional level of the branding, brand building knowledge and approach.

As one of the aspects of mentor selection criteria is the knowledge of branding, own brand development, so the primary task is to update this knowledge and re-structure it according to the aspects of the program.

Excellent tools are for this is the BRANDING Handbook 3and the ready to use training materials of the BRANDING EU Complex Training which were developed during the BRANDING EU Project.

Beyond the description of the basic concepts of BRANDING, the mentoring handbook may contain references that refer to the relevant parts of the BRANDING EU Handbook and/or training materials.

In this case, the materials of the BRANDING EU Handbook and the materials of the BRANDING EU training program may be annexes of the Mentoring Handbook. c) Document sample collection

The document sample collection may contain documents (e.g. mentor selection criteria, mentor registration form, mentor competence test, mentor-mentee relationship and cooperation rules, mentee’s status recording-expectations, mentor diary, mentoring checklist for mentors, process monitoring questionnaire etc.) that should be used - in the order of preparation, implementation and closure of the mentoring process - during the mentoring process to perform process documentation, monitoring, measurement and evaluation.

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BRANDING Handbook was developed for SMEs during the BRANDING EU project. The handbook is available online (English version) – http://brandingeu.com/sites/default/files/BrandingEU_files/O2%20Branding%20Stretegy%20Hand%20Book/O2 A5%20Final%20handbook%20and%20translations/Branding%20EU%20Ebook%20EN.pdf

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

5. RECOMMENDATIONS FOR DEVELOPMENT OF THE MENTOR TRAINING The unique part of the BRANDING Mentoring project is the Mentor Handbook and the next is the mentor training. A special mentor training will be develop and implement, where mentors will be trained to effectively implement the mentoring process.

The structure, content, and conduct of mentor training are largely determined by the range of previously highlighted mentor characteristics and the criteria for selecting the mentors.

Mentor training is of crucial importance and considered to be the key to a successful mentor-mentee relationship.

The training should provide a mentor with the knowledge, skills and tools that he/she needs to have to be able to manage a successful mentoring relationship.

The content of the training may vary and should be determined based on the program goals and type of mentee.

The aim of the training is to ensure that mentors are well-prepared to their role.

Based on the needs, recommendations and expectations of the research work, we collected some criteria and idea in the following paragraphs how the mentor training should be developed, what structure it should follow.

At the end of this chapter based on these we make our final conclusion with our final suggestion for the mentor training structure. a) Which areas, skills can be developed during the training?

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Communication skills Cultural awareness Crisis management Dealing with adolescent behaviors Building self-esteem Do’s and don’ts of being a mentor Roles and expectations Confidentiality and liability issues Support and feedback

b) What kind of aspects should be considered during the development of a mentor training?

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What do we want to accomplish? Consider program goals, targeted mentees’, and mentors’ level of experience.

What do participants need to know?

When and where will the training take place? Should be a convenient location that is appropriate for adult learning.

Considering the mentor pool: When will you get the greatest turnout?

“Just in time” before relationship starts. Allow time to conduct background checks (unless done during orientation).

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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“Follow-up sessions,” depending on additional tools for mentors to deal with mentees’ special needs.

Who will conduct the training? Staff, other mentors, professional trainers? Who else might be appropriate?

What materials need to be provided? Handouts of program requirements, articles, communication tips. What else?

c) Recommended topics of mentor training which can be detailed during the training:

1. Welcome, facilitator background and introduction of all attendees 2. Mentorship Overview: a. Mentees b. Mentors c. What is mentorship? d. Program Structure 3. Who are our mentees 4. Integration process for mentors 5. What does it mean to become a mentor?

6. Ways to become a mentor 7. Matches and how they are arranged 8. First meeting 9. Supporting mentee, roles and responsibilities 10. Developing an action plan and goals 11. Sample action plan 12. Concluding the first meeting 13. Documentation 14. Potential mentorship outcomes d) What are the goals of mentor training?

1.

2.

3.

4.

5.

6.

7.

8.

To prepare mentors for establishing and maintaining boundaries.

Establish and meet the Mentor – Mentee roles, responsibilities, expectations.

To prepare mentors for the use of training material, worksheets etc.

To get known the code of ethics.

Introduction to mentoring program designs.

Encouragement for continuous professional development (CPD).

Guidelines for designing the mentoring process Establishing and maintaining a mentoring program within an organization (if necessary).

e) Potential Branding Mentoring training programs and training material should include the following:

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Boundaries, roles and expectations between mentor and mentee, confidentiality issues.

Communication skills and cultural awareness.

Support and feedback. The mentors are not working with the mentees to solve their problems; they are there to encourage the search for appropriate solutions and to assist in crisis management.

Identification and application of best practices for establishing the best mentoring relationship possible.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Mentors should be able to create an interesting and diverse learning environment for their mentees. f) Possible structure of mentor training: 1. Icebreaking approach 2. Understand the characteristics and impact of the mentoring context and what separates this process from other forms of education 3. Identify and select your ideal mentee 4. Manage the mentoring process 5. Construction of a mentoring relationship in individual 6. Role of a mentor 7. Branding (theory and practice) 8. Exchange individual stories of mentors and mentees 9. Learning objectives 10. Getting started 11. Establish expectations and effective communication 12. Assessing understanding and fostering independence 13. Mentoring challenges and solutions 14. Addressing diversity 15. Ethics 16. The elements of good mentoring 17. Developing a mentoring philosophy

Because of the highlighted BRANDING Mentoring mentor characteristics and the criteria for selecting the BRANDING Mentoring mentors, participants in mentor training will not be beginners, but professionals in some fields. Therefore, the training program can be built on this already existing knowledge. This can be monitored by a preliminary knowledge level survey (questionnaire).

5.1. Suggestion for developing the special ‘BRANDING Mentoring’ mentor training Considering the above and based on the findings, suggestions, in our point view, the BRANDING Mentoring mentor training should focus on two main areas. a) General mentoring process b) Professional entrepreneur mentor training (Branding mentoring) a) General mentoring process Mentors must be prepared for the challenges of the mentoring process.

Many aspects of literature are available for general mentor training.

Elements of general mentor training can be defined as:

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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What does it mean to be a mentor, who will be the mentees Self-reflection, self-knowledge, business ethics Monitoring, listening, feedback capability development Communication, social interaction Process management, mentoring process Documentation, measurement, evaluation

b) Professional entrepreneur mentor training (Branding mentoring) Mentors need to bring their expertise in branding to a minimum defined level. The BRANDING EU Handbook and the BRANDING EU training materials can be basic help in it.

The main elements of the professional part of the mentor training can be: (Based on the materials of the BRANDING EU Handbook and the BRANDING EU training program) - What the branding is - Branding process and its aims - Branding strategy - Flexibility and adaptability to the changing market needs Based on our training and mentoring experiences so far, if mentors are selected according to the criteria appropriately, BRANDING mentors can be trained on a 2 days long effective training (the conclusion can be reviewed).

The 2 days long mentor training could include the following:  general mentoring process, documentation, supervision  professional training which aim is to bring the branding knowledge on the same, common professional level The trained mentors using this refreshed, restructured branding-brand building knowledge, complemented with their own successes, experiences and knowledge can effectively support their mentees.

Expectation of the training program is to be repeatable anywhere, anytime.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

6. RECOMMENDATION FOR DEVELOPMENT OF THE MENTORING PROCESS We do not see any particular reason to deviate from the methodology of the classical mentoring, which has been tried and worked efficiently on several occasions, in the development and implementation of the mentoring process, to highlight and concentrate the issues of branding, own brand development.

It is recommended to develop the branding mentoring process based on tried and tested models.

6.1. Main steps of the mentoring process Due to our research we found several models which have been adopted for the main steps of the mentoring process. a) CLEAR model

Contracting: Opening the discussion, setting the scope, agreeing the desired outcomes Listening: Using active listening to develop understanding of the situation Exploring: Helping the learner to understand the effect this is having and challenging them Action: Supporting them to choose a way ahead Review: Reinforcing ground rules and value added, giving/receiving feedback. b) OSKAR model

(Although, more recently has been quoted as OSCAR with the C = Choices & options) Outcome: What is the objective of this session what do we want to achieve today?

Scaling: Rate the situation on a scale of 1-10. How did you get this far? How to get to 10?

Know-How & resources: What helps you perform at n rather than 0? How does this happen?

Affirm & Action: What is already going well? What is next? What will it take to get to‌10?

Review: What is better now? What did you do to effect that change? What will change next? c) GROW model

Goal:

Agree topic for discussion, agree specific objective of session, set long-term aim if appropriate Reality: Invite self-assessment, offer specific examples of feedback, avoid or check assumptions, discard irrelevant history Options: Cover the full range of options, invite suggestions from mentee, offer suggestions carefully, ensure choices are made Wrap-up: Commit to action, identify possible obstacles, make steps specific and define training, agree support

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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d) MATCHES model M: motivation / mentor training / match meeting/ monitoring & support magic moments & milestones A: assessment interview /active listening/ attunement/activities & advocacy T: team work/ time management / trust/ transitions C: commitment / compatibility-connection / communication / consistency confidentiality / closure H: healthy boundaries and limits E: expectations of an excellent experience -with reality S: screening / safety / sharing a special spark

e) Other approaches:

1) Matching: Are the participants well-matched on important variables?

Expectations: Is it clear what the protégé and mentor each hope to gain from the mentorship?

Orientation: Does the protégé understand the mentoring concept, including behaviors expected by the mentor?

Goals: Have mentor and mentee agreed upon both long- and short-term goals for the mentee’s development?

Frequency and duration: Is it clear to both parties how often and for what period of time the dyad is expected to meet?

2) Relationship building: - Establishing the parameters of the mentoring program.

- Boundaries, responsibilities, rights are clarified, discussed and agreed upon.

Setting goals: - Gaining insight by exchanging information, encouragement for reflection.

- Working toward goal achievement long-term. Constant reflection, noting changes, making adjustments, maintaining trust building.

- Goals are achieved, termination of formal mentoring relationship. Reflecting on the journey and accomplishments, discuss future support 3) In brief 4 main steps: - Preparing - Negotiating - Enabling - Closing

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

6.2. The key factors of a successful mentoring program The success of a mentoring program depends on many other factors besides the mentor and the mentee.

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well prepared mentor recruitment and selection (clearly defined criteria) effective mentor training well defined mentor-mentee cooperation rules professionally performed matching process traceability documentation, monitoring, evaluation, feedback

Existing principles upon which a good mentoring practice could base and include: - Clear vision of program scope - Mentor selection - Mentor professional development - Formative assessment (demonstrating mentee growth and progress) - Program evaluation.

A successful mentoring program must be built on the following: - Trust.

- Outlined expectations from both mentor and mentee.

- Sharing of information and openly discussing issues and decisions.

- A mentor has to inspire the mentee to set their goals.

- Provision of feedback and encouragement.

- Successful pairing of mentor – mentee based on experience and goals.

- Benefits from the use of technology, to achieve the best matching possible.

Mentoring/Supervision sessions can take place from overseas if necessary.

- Provision of sufficient budget – program must employ sufficient staff and provide necessary resources (space, time, financial, equipment) Combination of theory, practice and good examples: 1. Emphasizing the relationship between the more experienced person (the mentor) and the less experienced person (the mentee) - The mentor is more like a facilitator.

2. Giving the mentee a significant role in directing the process.

The mentor engages the mentee through a process of questioning that guides the mentee to discover solutions himself or herself.

3. Emphasizing the personal development of the mentee Improving self-awareness and self-knowledge, developing individual skills and talents, building capacities to coach, and fulfilling mentees’ aspirations.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

4. Formalizing the process - improving self-awareness and self-knowledge, developing individual skills and talents, building capacities to coach, and fulfilling mentees’ aspirations. a) PLANNING BRANDING: - State the goals of the task or session - Summarize the task or session - Clarify the roles of those involved in the task or session - List the actions of those involved in the task or session - Itemize the challenges and opportunities associated with performing the task or session b) OBSERVATION: The mentor observes the mentee and gathers information on how well the mentee’s plan worked. The mentor shares this information with the mentee during the reflective conversation. c) REFLECTIVE CONVERSATION Discussing the information should get mentees to reflect on what they learned from the task or session and on how to transfer these learnings to their next coaching tasks or sessions.

Based on research and partners’ experiences, recommendations for the duration of the BRANDING Mentor program, it should be one and half year long, which includes the raise awareness of branding, recruitment or mentors and mentees, selection, mentoring process (one year) and closure.

Raising awareness of branding and the recruitment are not basic parts of the mentoring process but we must also consider these activities…

6.3. Mentor recruitment and selection The recruitment of candidates for mentors is based on selection criteria (page 15) and the mentoring task.

The steps of the recruitment and selection process can be as follows: - Outlining requirements for candidates and parts of the application form (e.g. selfmotivation form, mentoring experiences etc.)

- Promotion - Collecting application forms – first selection - Personal interview with the candidates – evaluation, final selection - Mentor training The mentee recruitment process can be almost same: - Outlining requirements for candidates and parts of the application form (e.g. selfmotivation form, mentoring experiences etc.)

- Promotion - Collecting application forms – first selection - Personal interview with the candidates – evaluation, final selection

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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Mentee preparation before the matching

6.4. Mentor – mentee matching To enable the selection and subsequent matching of mentors/mentees it is useful to ask potential mentees/mentors to provide some information about their mentoring expectations, requirements and skills when they register their interest in the scheme.

Options for matching methods for mentors with mentees: - mentee self-matching - coordinator matching - automated matching - random matching Regarding the BRANDING Mentoring we consider, that the most appropriate methodology for matching would be a special, moderated event or workshop, where mentors and mentees can get know each other personally.

If the number of mentors and mentees allows, the most effective way for matching would be if all participants could have the chance to know and meet each other personally.

Though this method requires an experienced moderator, this process is the easier and most preferred by the participants.

6.5. Documentation, measuring and evaluation of the mentoring process Various documentation needs arise during the various phases of the mentoring process for traceability and evaluation. These can be supplemented with other documents supporting the mentoring process, like below: Some of them are usable when the program is starting or during the process: - Mentor registration form - Mentor recruitment, selection – Mentor competence test - Mentor – mentee relationship and cooperation rules - Setting expectations and goals (for the reason later measurability and follow-up) - Mentor diary - Mentoring checklist for mentors And there are many ways to measure and evaluate the mentoring process: - Mentor registration form - Mentor recruitment, selection – Mentor competence test - Mentor self-reflection diary - Process monitoring questionnaire - Final thoughts on mentoring experience

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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Of course, further tools can be developed for effective preparation, measurement, evaluation and control.

While studying the literature and good practices, we have found references and definitions for the measurement activities and we found some specific documentation suggestions also.

It seems we have to develop the appropriate tools, which can be: - mentee’s status recording, expectations, - goals to be achieved by the end of the mentoring process - periodic process progress and professional devaluation questionnaires

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

7. LIST OF THE BEST PRACISES AND LITRETURE

7.1. Best practices Title of the program CY

Reference (provider)

Short description of the selected best practice

Why it was highlighted?

Eurosuccess

mentoring program for women in order to enhance their entrepreneurship

methodology, process

Youth Board of Cyprus

Training and mentoring programme for youth in order to establish their business

Target group is youth not in employment, education and training

Innoventer

Cyprus Chambers of Commerce and Industry

Mentoring for social entrepreneurship

process

Cyrpusinno’s Inter-Communal Startup Mentorship Programme

CyprusInno

Mentoring for entrepreneurship

Bi-communal programme, process and methodology

Company PROGRAMME

Junior Achievement Cyprus

Mentoring for students who want to create a small business

Methodology and process

ENPACT

Mentoring for start ups

Methodology and process

NEF

Mentoring for entrepreneurs

Methodology and process

YWCA NextStep Mentorship Program

YWCA

The NextStep Mentorship Program is an innovative researched-based project where industry professionals provided group and individual mentorships to recent post-secondary graduates who are unemployed to help them better integrate into the British Columbia (B.C.) labour market. It was created to offer personal and career development support.

Methodology, process

Virgin StartUp Mentoring Scheme

Best practice from the publication “THE MENTORING ACROSS PROFESSIONS (MaP) PROJECT”

The aim of the mentoring scheme is to create sustainable start-ups

Methodology, process

WIN - Women Entrepreneurship Enhancement Project Cyprus Entrepreneurial development of Youth Programme

Startup mentoring mentoring of The Inner City 100 entrepreneurs

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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Generation HR Management Mentoring

GR Entrepreneurial Mentor Program General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice General good practice Ioannina University Mentoring program Ioannina University Mentoring program HU

Marketing Implementation Club

Best practice from the publication “THE MENTORING ACROSS PROFESSIONS (MaP) PROJECT”

Next Generation HR-M is a mentoring programme based in Romania designed to support and develop people who have been working in Human Resources (HR) for a few years or who want to become an HR practitioner. They are generally under the age of 30.

Methodology, process

MKI

general mentoring program for micro and small enterprises

methodology, process

MK5

consideration of best match of mentor - mentee

ground work

MK10

Sufficient staff/funding

mentoring relationship

MK10

considering the position of mentor (experience, passion, inspiration)

ground work

MK10

mentoring program - Integrated objectives

ground work

MK10

community partnerships and networking

process

MK10

Supervision, on going contact

MK10

strive to be different

MK9

design of worksheet, provide agenda

MK9

continuous professional development

MK9 MK13 MK13 MK13

provision of multimedia training material, opportunities for evaluation, review broad availability of mentoring program, differentiate material…. (manager, executive staff, employee) suggested hours devoted to mentoring 60 to 120 minutes per week Mentoring offered at no extra financial cost for the mentee

methodology, process methodology, process mentor/mentee training methodology, process methodology, process methodology, process duration pricing

MK3

SWOT analysis (personal, career)

methodology, process

MK3

partnership agreement

methodology, process

Pongor-Juhász Attila (Sme Developer, influencer)

A 1 year long marketing mentoring program especially for Sme’s.

The mentoring program includes: - 10 webinars - 2 hours long online mastermind sessions in every 2 weeks - 1x1 and 1x2 days long live programs

The program’s target group is especially SME’s and those who plan to have their own enterprise.

4 mentors work through online

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

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availably to an online marketing training program Participant became part of a closed FB group so they also help each other through the social media channel, share their ideas.

The program has monthly fee and a strict contract.

Mentortraining

Businesscoach (http://business coach.hu/hirlev el/korlevel1311 g/korlevel1311g .htm)

Mentor training

IQSoft (http://iqjb.hu/t anfolyamok/soft -skills/soft-skillskeszsegfejleszte s/mentortrening)

Marketing mentor program

Marketing Mentor https://www.m arketingmentor. net

Brandship

Brandbirds (Mészáros Róbert – marketing influencer and consultant) https://brandbir ds.hu/brandship

48 hours (8 days) long, practice oriented, internationally certified training where the participants gets the basic mentoring tools and can approve their mentor competencies. The training is for those professionals, who have Msc and important for them to improve their organization, people management skills and reinforcement management.

The program is self financed.

2x1 days long interactive, practice oriented group training for team oriented people Method of the program: - concept and process of mentoring - responsibility and roll of the mentor - Level of attention, questioning and handling hard cases problems and conflicts between mentor and mentee - feedback and The program includes 6 moduls, like: - Effective Marketing o planning o strategy, analytics o sales, customer - marketing strategic o digital/communication o segmentation - Digital marketing Aim of the program for the entrepreneurs is to - get help continuously in building his/her business brand - have a professional marketing mentor who is available to help - build network - 1 day personal brandbuilding program - 15 minutes online consultancy/months

system with more then 100 entrepreneur in this system.

The uniqueness of the program that the mentors also builds a special community for the participants The program is available only for those, who has first participated a special program of the mentors program’s owner.

Due to this program participants get insights into national and international best practices and models. Have the possibility for practicing and also, the program is closed with a final exam.

The thematic of the mentor training

The program is mostly for those wants to improve their marketing knowledge but the method could be useful for our training program. It is not a mentoring program.

This program is also especially or entrepreneurs and a special marketing mentor program for brand building.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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/

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active and helping closed FB group exclusive professional contents and teachings

Participation is limited.

Program has monthly program fee Personally tailored marketing mentor and coaching program for entrepreneurs

Tölgyessy Zsófia http://www.tolg yessyzsofi.hu/co achingprogramok/szer etem-avallalkozasomcoachingprogram/

the program includes 3 months long personally tailor made program about - brand and product strategy - communication channels - target group - networking the program has fee

Supporting startups, mentoring

National Tax and Customs Administration

The Tax Authority supports start-ups with tax advises, deadlines, rules with workshops and personal counseling

PLATO program

Chamber of Commerce and Industry for Győr-MosonSopron County

SME supporting program in the field of daily challenges of business.

Hungarian Government

The INPUT Program aims to facilitate the transformation and growth of the Hungarian startup ecosystem by helping brave individuals to build new and sustainable ventures and by supporting already existing enterprises in order to make a positive impact on the world.

INPUT program

The owner of the program is a marketing specialist and also has her own enterprise.

This mentor program is especially for SMEs, and is especially about brand building Tax Authority mentors support start-ups if they need it in the first 30 days of their operation.

The duration of the mentoring is 6 months and free of charge. https://www.nav.gov .hu/nav/mentoralas Representatives of 2 large companies as mentors support 20 SMEs as mentees with group learning, change of experiences, best practices, business development and cross-border networking.

Duration: March 2019 – March 2020 and free of charge. https://www.gymskik .hu/hu/gyor-mosonsopron-megyeikereskedelmi-esiparkamara/platoprogram-1148 Complex program with experts supporting start-ups in 3 steps: trainings and events, mentoring, go international.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

The duration is: September 2016 – April 2021, free of charge https://inputprogram .com/ The program includes: personal and professional mentoring, financial and entrepreneurial mindset, developing a system for measuring SME efficiency, synchronizing the activities of support service providers. http://www.vallalkoz ztudatosan.hu/# Mentoring Start-ups developing their knowledge of innovation management. It contains personal mentoring and workshops, company missions too.

Duration: January 2018 – June 2020, free of charge https://www.interreg athu.eu/hu/smartup/ a unique initiative and summarizes the most important issues of the general mentoring https://www.youtub e.com/watch?v=gmh cxBBR4eM – video !!!

National Entrepreneur Mentor Program

Hungarian Chamber of Commerce and Industry

The aim of the program is to develop the competitiveness and efficiency of SMEs.

SMART-UP Project

Chamber of Commerce and Industry for Győr-MosonSopron County

Mentoring Start-ups

Mentorsme

UK Finance http://www.me ntorsme.co.uk/

„mentorsme.co.uk is Britain’s first online gateway for small and medium-sized enterprises looking for mentoring services”

Training Mentors

QUT

Entrepreneurial mentoring is the support of novice entrepreneurs by experienced entrepreneurship

Building a Mentorship Program

https://howdo.c om/ - HowDo – Your Guide to Corporate Innovation

best practice of mentor – mentee matching

this is an in-house mentoring program!!

OIC Poland Foundation

School of mentors is a 64 hours training (8 sessions) aimed at developing competencies needed for implementing mentoring process and sessions. Training is composes of two modules: Module 1 – Methodology of mentoring (24 hours)

Methodology of mentoring, List of key competencies of a trainer

PL School of mentors (Szkoła mentorów)

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring   

Concept of business mentoring Mentoring process Selected methods and techniques in mentoring Module 2 – Competencies of a mentor (40 hours)  Communication between mentor and mentee  Building relation between mentor and mentee  Emotional intelligence of a mentor  Dealing with difficult and conflicting situations in a mentor-mentee relationship  Problem-solving – creativity, openness, flexibility Training is addressed to persons with business experience who want to become mentors for future would-be entrepreneurs (persons who want to set up a company) or entrepreneurs.

Link: https://www.oic.lublin.pl/szkolenia/szkolamentorow/32/ “Become a trainer – model kształcenia i wspierania kadry kierowniczej powyżej 45 roku życia” “Become a trainer – model of teaching and supporting executive staff over 45 years of age” “Pod skrzydłami mentora – model wsparcia instytucji rynku pracy w budowaniu przewagi konkurencyjnej kobiecych startup” „Under the wings of a mentor – model of supporting labour market insitutions in building competetive advantage of women-led startups”

OIC Poland Foundation

The project implemented in collaboration of OIC Poland Foundation with Center of Managerial solutions (CMR) from Poland and business school ISTUD from Italy. Project implemented under POWER programme (2017-2018).

More details are in the national report.

Methodology

OIC Poland Foundation

The project conducted in partnership of OIC Poland Foundation with training organization INGENIO and SEED Foundation from Hungary. Project implemented under POWER programme.

The aim was to increase the number of activities to support labor market institutions in building competitiveness of start-ups led by women.

The project was to transfer and adapt Hungarian successful training and mentoring for women startups and to present developed solutions to institutions interested in its implementation.

International Team of Experts created for the project elaborated the following documents: 1. Operating model of institutions supporting women-led start-ups 2. Mentoring programme for women-led start-ups 3. Mentoring school – assumptions, programme, scenario 4. Accreditation system of mentors for

Mentoring programme

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

International school of mentors PROMENTOR

Association of mentors PROMENTOR

Szkoła Mentorów/ School of mentors

Collegium Wratislaviense

Online training and support for

Art of mentoring

women-led start-ups Schools offer: - 8 training days to get to know practical aspects of mentoring - Training in competencies, techniques and mentoring tools - Mentoring process one-to-one – practical workshops - Getting to know experiences from implementation of mentoring programs in companies and organizations - Contact with experienced mentors School of mentors consists of 4 modules: - Module 1: Concept Introduces basic aspects of mentoring, roles and responsibilities of a mentor and a mentee, possible areas of a mentors expertise and mentors responsibilities, - Module 2: competencies Rules for starting mentoring process, development of a mentor’s competencies, adult education rules, and practical activities - Module 3: process Compendium of knowledge on mentoring processes: contract rules, mentoring tools, building and maintaining motivation for both sides, challenges and temptations for mentors – ways of dealing with them - Module 4: implementation Knowledge and practical workshops on implementation of mentoring in organizations – rules and traps, communication and evaluation of the process, recommendations from practice Association gathers both mentors and mentees Link: https://www.promentor.pl/ 4 different mentoring programmes: - Introduction to mentoring – 2-day session on how to introduce mentoring in business or public institution and on how to prepare mentors for job - Mentoring school – 6-day training for people interested in applying mentoring in practice, business or public institution - Training for mentees – 2-days training for participants of mentoring programme in role of mentees in companies and organizations - Full introduction to mentoring – implementation of a complex mentoring programme incl. training for mentors and mentees Link: https://cw.edu.pl/mentoring/ An on-line multimedia course for training and support of people in mentoring relationships. The

Offers trainings for would-be mentors

Mentoring/ training applied in business

The eLearning online courses prepare and

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

mentors and mentees

The Euromentor platform

created and developed by MYNNOVA project

Corporate mentoring platform

Management mentors

MicroMentor Platform

MicroMentor is a service of Mercy Corps NGO

Network of mentors (PFR) – nd 2 edition

The Polish Development Fund (PFR) is a group of financial and advisory institutions supporting companies, local governments and individuals

Polish mentoring association

Polskie Stowarzyszenie Mentoringu

Forum of Mentors Foundation

Foundation

course is suitable for organizations who want to: - Improve the quality and effectiveness of mentoring relationships between their employees or members - Build the leadership capacity of their managers - Provide high-quality training and support at low cost Link: https://artofmentoring.net/mentoringonline-training/ Euromentor is a community for collaboration between mentors and mentees in the field of social entrepreneurship and social innovations, created and developed by MYNNOVA project.

Link: https://euromentor.eu/ Founded in 1989, Management Mentors is a mentoring consulting firm specializing in providing its clients with personal service to help them discover the potential of individuals within their organization, whether new entrants or seasoned executives. They consider themselves experts in designing and implementing successful business and corporate mentoring programs.

Link: https://www.management-mentors.com/ https://mentoringuniversity.mentoringcomplete.c om/ MicroMentor is a free, easy-to-use social network that allows entrepreneurs and volunteer business mentors to connect so they can solve problems and build businesses together.

Link: https://www.micromentor.org/ Mentoring programme for start-ups and new companies. It offers support in developments of business competencies. Every start-up applied to the programme will have min. 2-3 sessions with a selected mentor. List of mentors: startup.pfr.pl/pl/baza-ekspertow The programme is free-of-charge.

Link: https://www.startup.pfr.pl/pl/siecmentorow/ The Polish Mentoring Association was established in 2012 in Warsaw. The main goal of the Association is to popularize the idea of mentoring, associate professionals and creation of knowledge base for both mentors and people looking for a mentor in professional and private life.

Link: https://www.mentoring.org.pl/ The aim of the Foundation is fostering mentoring culture and professionalization of mentoring processes. It promotes mentoring in career development and job performance improvement

support your Mentors and Mentees in their mentoring relationship.

Mentoring Platform for Young Social Innovators MYNNOVA project

Mentoring consulting firm and platform

Social Network

Mentoring programme

Mentoring association

Forum of mentors

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

for managers and social leaders. They organize events for mentors, share knowledge and best practices in mentoring, develop mentors competencies, run mentors database ad carry out mentoring processes. http://forum-mentorow.pl/ SLO

Impact Factory

Practicing Coaching

Online Training and Support for Mentors and Mentees

National Mentoring Resource Center

Impact Factory, Suite 121, Business Design Centre, 52 Upper Street, London https://www.im pactfactory.com /coaching-andmentoringcourse Olde Vechte Foundation Zeesserweg 12 7731 BG Ommen The Netherlands https://oldevec hte.com/opentrainings/practic ing-coaching/ Art of Mentoring Australian family owned business https://artofme ntoring.net/artof-educationmentoring/ Office of Juvenile Justice and Delinquency Prevention 810 Seventh Street NW. Washington, DC 20531 202–307–5911 https://national mentoringresou rcecenter.org/in dex.php/whatworks-inmentoring/revie ws-of-

This course is for people wishing to develop their coaching or mentoring skills at any level of business. Course aim is to give clear insight and understanding of the dynamics that happen between people when they work one-to-one. The temptation when coaching or mentoring someone is to provide solutions to problems or difficulties.

The course help you find ways to hand the issues back to the person and encourage them to find the solutions for themselves.

structure

Practicing Coaching promise to boost people skills in an engaging way. It is formed as one big coaching session and emphasizes learning by involvement offering a hands-on journey through the methodology of coaching.

unique approach (practical body exercises)

The training uses a combination of instruction, mentoring demonstrations, and interviews with experienced mentors and mentees, reading materials, exercises and tools and forms. It is structured in modules.

On-line (open resources)

The National Mentoring Resource Center provides a collection of mentoring handbooks, curricula, manuals, and other resources that practitioners can use to implement and further develop program practices.

Collection of all kind of material related to mentoring (curriculum, papers, etc…)

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

mentoringpractices.html Trainer Bubble Ltd, Edmund Hall, 84 Francis Avenue, Southsea, Hampshire PO4 0HP https://www.tra inerbubble.com /

Free access to: Guidelines for Mentors Guidelines for people seeking Mentors The Mentoring Manual

methodology

CPU Look at: DR_01_...

PEDAGOŠKO-ANDRAGOŠKO USPOSABLJANJE mentorjev v podjetju / Pedagogical-Andragogic training of mentors in the company

curriculum

Mentoring in the companies

CPU https://www.cp u.si/wpcontent/uploads /2015/12/PAU M-letak-sprogramom-17.oktober2016.pdf

Training program: • Role in training in the company (organizer, mentor, trainer) • Communication skills that are needed for mentoring; • Providing feedback and timely resolution of conflicts; • Motivation at work and learning at the workplace; • Methods and principles for effective transfer of knowledge and skills to colleagues; • Preparation for teaching and training (operational planning); • Monitoring employees' work and evaluating the effectiveness of training.

Curriculum 2

In companies mentoring programme Usposabljanje mentorjev za pridobitev potrdila mentor, International mentor, Master mentor

CPU Look at: DR_02_...

LIFE LEARNING ACADEMIA Dunajska 106C, Ljubljana Slovenia, EU Look at: DR_03_...

Tailor made programme for introducing new employee in the workplace.

Tailor made programme

The training is intended for mentors who already have experience in mentoring and want to upgrade them. Upon completion of the training, each mentor has one hour of free individual coaching for a mentoring area that can be used within one month of training.

Programme

MENTOR TRAINING: BASIC MENTORSHIP PROGRAMME

LIFE LEARNING ACADEMIA Dunajska 106C, Ljubljana Slovenia, EU https://llacade mia.com/index. php/educationprograms/ment oring-program/

The different tools and programmes in the programme provide participants with: - insight into the importance of mentorship and mentor competence; - active awareness of the mentorship code of ethics; - mentee work tool ; - explanatory guide on procedures and processes for effective assessment and monitoring of mentee progress; - insight into the learning and knowledge transfer-

workplace mentorship

Mentoring Guidelines

PedagogicalAndragogical training of mentors in the company

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

learning style methodology.

MENTORSKI DIALOG V PODJETJIH

BB consalting Vodnikova cesta 126 SI-1000 Ljubljana https://www.bb consulting.si/raz voj-podjetij12459/dialog-omentorstvu/#

Mentor's Dialogue helps to prepare the entire mentoring system in the company, which includes: identifying key skills and competencies in the company, preparing criteria for selecting mentors, preparing a mentor plan form, preparing a system for monitoring mentoring in the company, a plan for internal promotion of mentoring, a proposal for a system of rewarding mentors, etc.

BtoB consulting for construction of mentoring plan

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

7.2. Literature Type of publication (please select) CY Institutional document

Reference

Short extract

Mentoring Guidelines

What is mentoring; mentor; benefits of mentoring; skills required by mentor, mentoring process; GROW model

Mentoring Programme

What is mentoring; mentor’s roles, mentee’s roles, mentoring relationship, preparing for the role of mentors

Institutional document

Young entrepreneur mentoring people

Mentoring process; mentor, challenges in mentoring, steps in mentoring

Institutional document

Managers’ & Mentors Handbook on mentoring

History of mentoring; coaching and mentoring, benefits and importance of mentoring, mentor’s competences;, mentoring process, key roles and responsibilities

Case study

Article

Case study Article Book chapter / Book

Institutional document Article

Case study

Book chapter / Book

Report

A Framework for Conceptualizing Competence to Mentor Elements of effective practice of mentoring A Framework for Conceptualizing Competence to Mentor Should Mentors of Entrepreneurs be Trained or their Experience is Enough?

Designing a Successful Mentor Training Enhancing Mentor Training Using Web 2.0 Exploring the impact of voluntary business mentoring on young entrepreneurs Η συμβολή του θεσμού του Μέντορα στην επαγγελματική ανάπτυξη των εκπαιδευτικών θεωρητική και εμπειρική προσέγγιση Έκθεση Πεπραγμένων του Διοικητικού Συμβουλίου της ΕΕΔΕ

Competences; mentoring; training Recruitment; screening; training; matching and initiating; monitoring and support; closure Mentoring; competences

Mentor training mentor competences

Mentor training

Mentor training

Youth business mentoring

Mentoring, mentoring process, characteristics of mentor, history of mentoring

Mentoring process

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Website Institutional document Book chapter / Book Book chapter / Book

για το έτος 2017 Euromentor Platform https://euromentor.eu/el/ Συμβουλευτική Επιχειρήσεων Η ανάπτυξη της συμβουλευτικής στις επιχειρήσεις που βασίζονται στα αγαθά Συμβουλευτική μέσω διαδικτύου και επικοινωνία

Mentoring; competences of mentoring; guidelines for mentoring Mentoring, mentoring process; mentoring benefits,

Mentoring, mentoring process; mentoring benefits

Mentoring, e-mentoring, e-mentoring process

GR

Article

Entrepreneurial Mentor Program Methodological Manual

Article

Coaching and Mentoring: Guidance for Development

Institutional document

Ioannina University Mentoring Programme Guide

Book

Mentoring: A first Approach and Best Practices

Article

Demand of Mentoring Among New Starters

Article

1 Greek Coaching Survey

Institutional document

Article

st

Mentoring Guide - A Guide for Mentors Tips for Establishing a Successful Mentoring

Origin of mentoring; definitions – basic concepts; mentor recruitment, training and motivation methodology; structure of the mentoring process.

Jamshed M., Rozan M.Z.A, Kamariah I,, Mueen U., and DzurllKanian D., 2015. Entrepreneurial Mentor Program Methodological Manual, SAGE PUBLICATIONS [Online]. [Viewed May 7t 2019]. Available from: https://journals.sagepub.com/doi/full/10.1177/2158244015569666 Coaching and mentoring; their importance for developing skills and traits.

KATSOULIERI,A, 2013. Coaching and Mentoring: Guidance for th Development. HR Pro [Online], Viewed May 6 2019, available from: http://www.hrpro.gr/default.asp?pid=9&la=1&arId=3755&pg=1&ss= Student handbook for Mentors and Mentees, roles, approaches, guidelines for successful mentoring and relationship building.

IOANNINA UNIVERSITY OCCUPATION AND CARREER DEPARTMENT, n. d.

Ioannina University Mentoring Programme Guide. Ioannina: Published by th Ioannina University. [Viewed May 6 2019], available from: http://gd.uoi.gr/index.php?option=com_content&view=article&id=390&It emid=469 Structure of the mentoring process, best practices.

SMALL BUSINESS INSTITUTE, 2015. Mentoring: A first Approach and Best Practices. Greece: Greek Confederation of Crafts and Trade Professions. th [Viewed May 6 2019], available from: https://imegsevee.gr/wpcontent/uploads/2018/09/mentoring_ye5.pdf Contribution of mentoring, issues, practices.

HENNINGSON, T., HULTMAN, M. C., and WIKHOLM, J., 2009. Demand of Mentoring Among New Starters. Scottish Mentoring Network [Online]. th [Viewed May 6 2019], available from: http://scottishmentoringnetwork.co.uk/assets/downloads/resources/de mand-for-mentoring-support-from-new-starters.pdf Exploring the coach-coachee relationship effectiveness. st HR PROFESSIONAL EDITOR, 2013. 1 Greek Coaching Survey. HR Pro th [Online], Viewed May 6 2019, available from: http://www.hrpro.gr/default.asp?pid=9&la=1&cID=2&arId=3631 CHLP, 2003. Mentoring Guide - A Guide for mentors. California: Health Leadership & Practice Public Health Institute. [Accessed on May 7th 2019].

Available from: https://www.rackham.umich.edu/downloads/morementoring-guide-for-mentors.pdf JACOBS, S., 2018. Tips for Establishing a Successful Mentoring Program. th Learning Solutions Mag [Online]. [Accessed May 7 2019]. Available from:

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Program Institutional document Institutional document

Designing a Successful Mentor Training Best Practices for Mentoring Programs

Article

e-Mentoring in Greek Reality

Article

Coaching in Greece: Interview with Charalambos Petras, Founder of Athens Coaching Institute

Report

The State of Play in European Coaching and Mentoring

Report

2016 International Coaching Federation Global Coaching Study

Institutional document

Effective counselling – Counselling Executive Staff of Financial Institutions. The Case of Greece

Report

The Role of a Mentor Within the Greek Education System – An Investigation of Opinions of Primary Education Teachers in Thessaloniki and the Necessity for the Institution

http://www.learningsolutionsmag.com/articles/tips-for-establishing-asuccessful-mentoring-program EMT GROUP, n. d. Designing a Successful Mentor Training. USA: The EMT th Group. [Accessed May 7 2019]. Available from: http://www.emt.org/userfiles/DesignTraining.pdf SHERK, J., n. d. Best Practices for Mentoring Programs. USA: The EMT Group. [Accessed May 7th 2019]. Available from: http://www.emt.org/userfiles/BestPractices.pdf PLAVOUKOU, E., 2018. E-Mentoring in Greek Reality. MPS2018 th Educational Blog. [Accessed May 8 2019]. Available from: http://eprl.korinthos.uop.gr/BlogsPortal/mps2018/ KOROMBILIA, M., 2016. Coaching in Greece: Interview with Charalambos Petras, Founder of Athens Coaching Institute. Psychology Now [Onlne]. th [Accessed on May 8 2019].

Available from: https://www.psychologynow.gr/neapsyxologias/synenteykseis/2567-to-coaching-stin-ellada-synentefksi-meton-xaralampo-petra-idryti-tou-athens-coaching-insitute.html PASSMORE, J., BROWN, H., and Czigas, Z., 2017. The State of Play in th European Coaching and Mentoring. European Union. [Accessed May 8 2019]. Available from: https://www.researchgate.net/publication/321361866_The_State_of_Pla y_in_European_Coaching_and_Mentoring ICF, 2016. 2016 International Coaching Federation Global Coaching Study. th International Coaching Federation. [Accessed May 8 2019]. Available from: https://coachfederation.org/app/uploads/2017/12/2016ICFGlobalCoachin gStudy_ExecutiveSummary-2.pdf MANOLOPOULOU, A., 2011. Effective counselling – Counselling Executive Staff of Financial Institutions. The Case of Greece, PATRAS: University of Patras – Department of Business th Management. [Accessed May 9 2019].

Available from: http://nemertes.lis.upatras.gr/jspui/bitstream/10889/4504/1/%CE%9F%2 0%CE%B8%CE%B5%CF%83%CE%BC%CF%8C%CF%82%20%CF%84%CE%BF %CF%85%20Mentoring%20%CF%83%CF%84%CE%BF%CF%85%CF%82%20 %CE%95%CE%BB%CE%BB%CE%B7%CE%BD%CE%B9%CE%BA%CE%BF%CF %8D%CF%82%20%CE%A7%CF%81%CE%B7%CE%BC%CE%B1%CF%84%CE %BF%CF%80%CE%B9%CF%83%CF%84%CF%89%CF%84%CE%B9%CE%BA% CE%BF%CF%8D%CF%82%20%CE%9F.pdf PAPPA, E., and IORDANIDES, G., 2017. The Role of a Mentor Within the Greek Education System – An Investigation of Opinions of Primary Education Teachers in Thessaloniki and the Necessity for the Institution.

Thessaloniki: Department of Primary Education – Florina Pedagogical th Institute, University of Western Macedonia. [Accessed May 9 2019].

Available from: https://ejournals.epublishing.ekt.gr/index.php/hjre/article/view/13782

HU Book

Structured Mentoring for more success

Report

Vállalkozói

This book is about mentoring and mentorship. It gives a clear understanding of the difference between mentoring and coaching. It compares mentors and managers. We can get to know the roles and responsibilities of a successful mentee.

This report is about mentoring as a business development tool. It shows a

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Mentorprogram Módszertani Kézikönyve

Article

Book

Article

Institutional document

Vállalkozásfejlesztési mentorálási folyamat a karmester szemszögéből, avagy milyen elvárásoknak kell megfelelnie egy mentornak és hogy tud sikeresen vezetni egy folyamatot?

A Green Mentor kézikönyv

Input program https://inputprogram.com /2018/03/07/ki-az-amentor-es-mit-eszik/

Theory of the mentoring practice Bencsik Andrea – Juhász Tímea www.eco.uszeged.hu/download.php? docID=67947

Case study

Hays Mentoring methodology http://www.thehayesgrou pintl.com/mentor_proces s.pdf

lot of international best practices for mentoring, definitions, the Hungarian situation. https://www.palyazat.gov.hu/download.php?objectId=76077

This article is about business development mentoring. It shows the tasks, requirements and necessary knowledge of mentors, based on a questionnaire. http://unipub.lib.uni-corvinus.hu/3721/1/VT_2018n10p17.pdf

The handbook shows, what green mentoring is. What’s the aim and role of mentoring? What are the advantages of mentoring? What is mentoring contact? Case studies and best practices. https://unibge.hu/szervezetiegysegek/KANCELLARIA/PALYAZATIIRODA/dokumentum ok/Green-Mentor/GM-HANDBOOK_20170701.pdf Mentor should have professional experiences, opened to the technology and society innovation and they have responsibility to the next entrepreneur generation.

Mentor should have the following personal skills: - engaged - emphatic - gives the guidelines, but doesn’t lead - can ask and listen - honest - inspire others - community builder - knows his/her own limits - shows her/his mentor activities without any financial intertest Reasons why a mentor-mentee relation cannot work: - negative relation /there is no sympathy at the beginning - mentor is egocentric and use his/her power - the relation is overloaded with conflict, the mentor wants the mentee to follow his regulations and advises - Exploitation: mentor stelas mentee’s ideas Dysfunctions in the relation: 1. obedience: mentee gives 100% obedience to his/he mentor – and in this case the balance between mentor and mentee’s relative strengths is damaged 2. misguidance: both mentor and mentee manipulate the information 3. molestation, discrimination: sexual, racial Mentoring Development phases: 1. Mentoring design - Step 1: Assess organizational readiness - Step 2: Establish outcomes/goals - Step 3: Define roles - Step 4: Determine internal processes - Step 5: Customize communication plan - Step 6: Customize mentor training 2. Mentoring implementation

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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3.

Institutional document

Institutional document

Mentoring Guidelines Human Resources Organisational Development Training and Diversity Manchester Metropolitan Univerity https://www2.mmu.ac.uk /media/mmuacuk/conten t/documents/humanresources/a-z/guidanceprocedures-andhandbooks/Mentoring_Gu idlines.pdf

Mentoring Guidelines Human Resources Organisational Development Training and Diversity Manchester Metropolitan Univerity https://www2.mmu.ac.uk /media/mmuacuk/conten t/documents/humanresources/a-z/guidanceprocedures-andhandbooks/Mentoring_Gu idlines.pdf

- Step 1: Choose mentor(s) - Step 2: Communicate - Step 3: Train mentors Mentoring evaluation - Step 1: Assess mentoring effectiveness

What is mentoring?

Mentoring is essentially about helping people to develop more effectively.

It is a relationship designed to build confidence and support the mentee so they are able to take control of their own development and work.

Mentoring is not the same as training, teaching or coaching, and a mentor doesn’t need to be a qualified trainer or an expert in the role the mentee carries out. They need to be able to listen and ask questions that will challenge the mentee to identify the course of action they need to take in regards to their own development.

The following definition provides a useful insight: „off-line help by one person to another in making significant transactions in knowledge, working or thinking” (Clutterbuck & Megginson 1995) What is a mentor?

A mentor is defined in the Oxford Dictionary as an “experienced and trusted adviser”. This description reflects how we would like to see mentors work with their mentees.

Mentors’roles: - Listen - Ask questions to help develop your’s and the mentee’s understanding of a situation or problem - Provide information and knowledge and share informal networks - Provide advice on career development - Offer different perspectives - Provide support and encouragement - Provide an insight into your work and career - Offer guidance and advice in regards to qualifications - Be a sounding board - Be a critical friend - Encourage self reflection - Help mentees identify areas for development Skills and experience required to be a Mentor - Self Awareness – you should have a good understanding of your own strengths and development needs.

- Credibility – you should have personal and professional credibility, this may include being a member of relevant organisations.

- Accessibility – you should be willing and able to commit sufficient time to your mentee to offer support and guidance.

Communication – you need excellent communication skills and be able to understanding the ideas and feelings of others. You also need to be a great listener.

Ability to empower – you should be able to create an working environment where it is safe for individuals to try out different things, allowing them to contribute in different ways.A desire to help others develop – you should understand how individuals develop and have experience, either formally or informally, of developing others. • Inventiveness – be open to new ways of doing things and different ways of working.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Empathy – Ability to empathise with others.

Understanding –You should be prepared to try to understand different perspectives, approaches and possibly backgrounds of different mentees.

Institutional document

Article

Article

Article

Article

Institutional document

Book

Article

http://www.mentorsme.c o.uk https://www.intechopen.c om/books/entrepreneurs hip-practice-orientedperspectives/shouldmentors-ofentrepreneurs-be-trainedor-their-experience-isenough- - Should Mentors of Entrepreneurs be Trained or their Experience is Enough https://yepproject.eu/wpcontent/uploads/2018/03 /manual-english.pdf Manual to become a mentor fo entrepreneurship (YEP project - ERSMUS+) http://www.gomentor.ca/ en/a-propos/le-mentoratpourentrepreneurs/definition/ -

Under the ‘Useful Resources’ we can find several basic information and aspects regarding the mentees and mentors

Emphasizes the importance of training, clarifying roles and rules during the mentoring process. It is a general business mentoring and does not cover mentoring in specialty areas (e.g. branding).

A manual of a special mentor program where young entrepreneurs can become a mentor to support, to mentor adults how start a business

general entrepreneurial mentor definition An open, supportive relationship, based on trust and mutual respect. Through this special relationship, a person with a wealth of experience (the volunteer mentor) wishes to make their experience and knowledge available to another person (the mentored entrepreneur) to guide them in their personal and professional development as an entrepreneur.; differences between the mentors, coaches and consultants!

https://journals.sagepub.c om/doi/pdf/10.1177/2158 244015569666 Mentoring an Entrepreneur: Guide for a Mnetor

Mentor definition, stages of mentoring,

https://www.oycp.com/M entorTraining/ - Oregon Youth Challenge Program

Mentor definition: A mentor is a person or friend who guides a less experienced person by building trust and modeling positive behaviors. An effective mentor understands that his or her role is to be dependable, engaged, authentic, and tuned into the needs of the mentee Characteristic of a mentor; relationship building; communication between the mentor and mentee

https://www.sussex.ac.uk /organisationaldevelopment/mentoring/ guidance-forcoordinators/mentorsand-mentees https://study.com/acade my/lesson/rolesresponsibilities-of-

Mentor, mentee selection and matching, factors of the effectiveness,

Roles and responsibilities of mentors and mentees – video !!!

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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Article

Institutional document

Institutional document Report

Article

mentors-mentees.html https://www.amtamassag e.org/mentor/Mentor--Mentee-Roles-andResponsibilities.html https://www.qualcomm.c om/media/documents/file s/mentorship-programguidelines-fornominations.pdf Mnentorship Program Toolkit http://www.bath.ac.uk/le arningandteaching/rdu/re searchersatbath/mentorin g/Guidelines_for_starting _and_ending_a_mentorin g_relationship.pdf https://www.imperial.ac.u k/media/imperialcollege/administrationand-supportservices/staffdevelopment/public/docs /menteebook2015.pdf

Detailed roles and responsibilities of the mentors and mentees

General toolkit to the Qualcomm Mentorship Program !!!

Guidelines for starting and ending a mentoring relationship

This article provides generic guidance about mentoring with a particular focus on being a mentee and getting the most out of mentoring.

PL

Video/ website

https://www.spellbrand.c om/brand-builder-show

Article

Mentoring an entrepreneur – guide for a mentor (Jamshed Memon, M. Z. A. Rozan, Kamariah Ismail, Mueen Uddin, and DzurllKanian Daud) https://www.researchgate .net/publication/2731432 90_Mentoring_an_Entrep reneur_Guide_for_a_Men tor

Publication

“Vaadamecum mentoringu, wiedza w pigułce” published by the Forum of mentors Foundation – AHA Effect under the project “Mentors4NGO (2016)”. http://forum-

Why you need a brand mentor?

This short video explanation why business needs a brand mentor.

Provides explanation on who is a brand mentor, reasons for having such person for your business growth.

The set of Brand Building Videos – are video tutorials on how to create, build and market your brand by Master Brand builder - Mash Bonigala, who shares all his knowledge and experience building brands for the past 20 years.

A mentor plays an important role in entrepreneurial development of an individual. He guides entrepreneurs from conception of business to product development and business growth. The research proposed in this article helps mentors to understand and find out what type of entrepreneurs need what kind of mentoring support. This article proposes a conceptual model for mentors and discusses that an entrepreneur may need different mentoring support and skills depending on the type of entrepreneurs, personality traits, or decision-making style and phase at which entrepreneurs are at that moment. This article will also help mentors in understanding what type of skills entrepreneurs need at each stage of mentoring relationship, that is, initiation, cultivation, separation, and redefinition stage.

Publication is dedicated both to mentors and mentees – leaders of nongovernmental organizations. It is a practical guide facilitating mentoring process for mentors. It helps mentees to understand rules of mentoring and possibilities of applying mentoring programmes in development activities of organization.

It consists of 4 chapters: - Introduction to mentoring – terms related to mentoring - Project and mentoring process – structure of mentoring process

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Publication

Article

Publication

Publication

Presentatio n

mentorow.pl/wpcontent/uploads/2015/10 /Vademecummentoringu_23-052016.pdf Mentoring w praktyce polskich przedsiębiorstw/ “Mentoring in practices of polish companies” by Polish Association of Mentoring (2013) https://www.parp.gov.pl/ storage/publications/pdf/ 20190211162831u71jf.pdf Mentoring guidelines (Manchaster Metropolian University) https://www2.mmu.ac.uk /media/mmuacuk/conten t/documents/humanresources/a-z/guidanceprocedures-andhandbooks/Mentoring_Gu idlines.pdf Publications for the project “Pod skrzydłami mentora – model wsparcia instytucji rynku pracy w budowaniu przewagi konkurencyjnej kobiecych start-up” „Under the wings of a mentor – model of supporting labour market insitutions in building competetive advantage of women-led startups” led by OIC Poland Foundation https://www.oic.lublin.pl/ pod-skrzydlamimentora_4,101,308.html Mentoring handbook: How to gain a most from working with a mentor (NHS Scotland) http://www.knowledge.sc ot.nhs.uk/media/1007406 7/mentoring%20handboo k.pdf Demystifying matching: The keys to creating successful mentor-mentee matches (National Mentoring Summit 2014)

and mentoring session, code of conduct for mentoring Documentation of mentoring – documents which should be used by project participants - Mentoring programmes – different mentoring programmes carried out by Foundation Desk research analysis on mentoring process - Types of forms of mentoring - Education standards of mentors and standards for conducting mentoring programmes - Ethical code in mentoring - Dissemination of different forms of mentoring - Effectiveness of different forms of mentoring - Strengths and weaknesses of different forms of mentoring -

It is a comprehensive reading for would be mentors on what mentoring is and all key elements of mentoring to be considered while preparing oneself to the role of a mentor.

Four publications on the mentoring process were elaborated for the purpose of the project: 1. Operating model of institutions supporting women-led start-ups 2. Mentoring programme for women-led start-ups 3. Mentoring school – assumptions, programme, scenario 4. Accreditation system of mentors for women-led start-ups The above-mentioned documents are intended to support institutions in implementing mentoring schemes and organizing the mentoring process from its earliest stages to closing down the mentoring relationship. The documents contain ready-made templates to be used throughout the process.

This brief guide provides information about what you can expect from a mentoring partnership and how to make the most of this development opportunity.

The presentation covers the key things to create successful mentormentee relationship

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Manual

Toolkit

Toolkit

https://www.mentoring.o rg/images/uploads/Demys tifying%20Matching.pdf “Program mentorski.

Podręcznik mentoring: założenia, cele, process, narzędzia” (Collegium Wratislaviense, 2011) https://www.google.pl/url ?sa=t&rct=j&q=&esrc=s&s ource=web&cd=3&ved=2a hUKEwj_voWa1Z3jAhUBG ewKHRDDCpQQFjACegQIA xAC&url=https%3A%2F%2 Fzasobyip2.ore.edu.pl%2F pl%2Fpublications%2Fdow nload%2F30950&usg=AOv Vaw0pmDIY0acxjPOnGOIt b1D0 Mentor Toolkit (The Ohio State University) https://hr.osu.edu/public/ documents/learningdevelopment/mentoringmentor-toolkit-%20final508.pdf Protégé Toolkit (The Ohio State University) https://hr.osu.edu/public/ documents/learningdevelopment/mentoringprotege-toolkitfinal_508.pdf

The manual is a comprehensive guide for mentors through mentoring process. Main chapters include: 1. Who is a mentor – roles, duties, competency profile 2. Implementing mentoring programme – tips for a coordinator 3. Scenario of mentoring session - tips for a mentor 4. Tools for mentor 5. Frequent problems in mentoring programmes 6. Tools and useful forms

This Mentor Toolkit provides best practices, resources and tips for one’s journey as a mentor.

It is organized around 3 sections: 1. REFLECT: Understand Your Role 2. BEGIN: Establish the Relationship 3.

END: Navigate the Transition This Protégé Toolkit provides a roadmap to help a mentee understand his goals for mentoring and establish a fruitful relationship. It includes resources, tips and tools to be used throughout the mentoring experience.

It is organized around 3 sections: 1. REFLECT: Understand Your Role 2. BEGIN: Establish the Relationship 3.

END: Navigate the Transition

SLO

Guidelines

Guidelines

Report

Article

PERSONAL SWOT ANALYSIS (Word document LR_01_) Word document (Methodological Manual LR_02_) A review of mentoring literature and best practice Creative business mentor pilot (pdf LR_03_) Resources: Nesta (2009): A review of mentoring literature and best practice, Scotland Mentoring: Theory and

Personal SWOT analysis has been designed for team leaders, supervisors, managers and leaders. It can be used during training, management team meetings or individual one-to-ones. It can serve as an ‘inventory’ of organisational capability and as the basis of discussions around improving leadership skills. Our consortium may use this as material for training in branding mentoring.

Icebreaker is useful to help break the ice at the beginning of a training session or meeting through the association of things.

The review focuses on a number of comparative mentoring programmes, drawing conclusions on the suitability of mentoring for creative entrepreneurs and providing guidance on a methodology of best practice in mentoring. Review enclosed definition of mentoring, coaching and present different practices and programmes across UK.

Article describes theory and practical approaches in the mentoring.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759

BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Book

Report

Case study

Article

Article

Book

Practice (pdf LR_04_) Judy McKimm, Carol Jollie and Mark Hatter 2003, revised 2007: Mentoring: Theory and Practice PEDAGOŠKO – ANDRAGOŠKO USPOSABLJANJE (hard copy_CPU) Rečnik, Ferdo ed. (2004): Pedagoškoandragoško usposabljanje : priročnik za usposabljanje izobraževalcev (mentorjev, inštruktorjev, trenerjev, ---), CPU Priročnik mentorska konferenca (pdf LR_05_) Marjetka Kastner ed.

(2017): Priročnik mentorska konferenca, LLA MENTORSTVO KOT ELEMENT RAZVOJA ZAPOSLENIH V PODJETJU MARIBORSKI VODOVOD D.D. (pdf LR_06_) Natalija Jakopiček (2016): Mentorstvo kot element razvoja zaposlenih v podjetju Mariborski Vodovod d.d., FM Kdo so bili moji mentorji?

Kdo mi je lahko mentor? (pdf LR_07_) Krajnc, A. (2006). Kdo so bili moji mentorji? Kdo mi je lahko mentor?. Andragoška Spoznanja, 13(4), 31-39. https://doi.org/10.4312/a s.13.4.31-39 E-MENTOR IN LASTNO EUSPOSABLJANJE V PODJETJU (pdf LR_08_) Martin Jakša v: Zbornik 10. festivala raziskovanja ekonomije in management: E-mentor in lastno e-usposabljanje v podjetju (2013) Škofja Loka O MENTORIRANJU NA SPLOŠNO IN Z MENTORJI

This is a book about pedagogical and Andragogic approaches in mentoring published by CPU in year 2004. Even if this book has been published in the year 2004, it is still the basic literature if you want to do something in the area of mentoring or coaching in the companies. It is composed by chapters: PSIHOCOGICAL – DIDATCICAL BASIES; PRACTICAL EDUCATION IN THE WORKING PROCESS and OVERVIEW OF EDUCATIONAL SISTEM.

List of different mentoring programmes with short description going on in Slovenia. Descriptions of good practices in Slovenia.

MENTOR AS A ELEMENT OF DEVELOPMENT OF EMPLOYEES IN MARIBOR WATER COMPANY D.D. case study! The research part is based on the study of the influence of mentoring on the employees’ development in the selected company. The research was made with the help of separate questionnaires for mentors and mentorees. Acquired findings and the possibilities for improvement are listed in the conclusion. https://dk.um.si/IzpisGradiva.php?id=57704 The author deals with mentoring as one of the most effective forms of individual education in the paper. Under the scrutiny, she takes the relationship between the mentor and the student, and notes that the quality of the informal mentor relationship is much greater than the quality of the formal mentoring relationship. Also, in the article based on the data from the survey, she research the conditions that are necessary for the formation of an informal mentoring relationship and ultimately also answers the question of what qualities people expect from their mentor.

Despite the economic crisis, companies must constantly take care of developing knowledge in the company if they want to be modern and competitive on the market. The costs of investing in employee training could be mitigated by the company's own e-learning strategy through the Moodle e-classroom.

The article summarizes the theory of the role, tasks and problems of the e-mentor and shows the example of the practice obtained through the interview of the responsible person for e-training in the selected company when introducing its own e-learning classroom.

MENTORING PROGRAM OBJECTIVES  Understand the characteristics and impact of the mentoring

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2018-1-HU01-KA202-047759

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BRANDING Mentoring Brand building of EU Enterprises through Mentoring

Book

SLOVENSKE UNIVERZE ZA TRETJE ŽIVLJENJSKO OBDOBJE (PDF LR_09_) Dr. Dušana Findeisen & Alijana Šantej (2017): O mentoriranju na splošno in z mentorji slovenske univerze za tretje življenjsko obdobje, UŽTO Usposabljanje mentorjev za izvajanje praktičnega usposabljanja z delom po izobraževalnih programih za pridobitev izobrazbe (pdf LR_10) Pinar, Matej ed. (2012): Usposabljanje mentorjev za izvajanje praktičnega usposabljanja z delom po izobraževalnih programih za pridobitev izobrazbe, CPU

context and what separates this process from other forms education Improve programming and manage the mentoring process To train for the construction of a mentoring relationship in individual, group mentoring and mentoring in pairs  To get to know the role of a mentor in a modern society  Get to know individual stories of mentors and mentors Curriculum for 18 hour training programme.   

Training of mentors for carrying out practical training by working through educational programs for acquiring education. In our educational system is obligatory for VET students to part of education in the companies. This book contain the programme for mentors in the companies to shadowing (mentoring) the student during this period in the company. This book has been also published by CPU.

This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project No: 20181-HU01-KA202-047759