Characterized as the least structured mentoring relationship with a duration determined by mentor and mentee.
- Help professionals enrich their careers and find opportunities to focus within their chosen specialty, or to break out into new areas.
- Help mid- and upper-level professionals to change direction; diversify their skills and duties; or develop management, specialty, or administrative skills.
- Provide a means for upper-level management to pass on the benefits of their experience to newly-emerging managers.
Criteria for Mentors
- Mentors can be drawn from any level.
- Mentors should be skilled in their job responsibilities, and/or active professionally, and/or be considered an expert in their field.
- Mentors can be either in the same reporting line or in a different division, but should not be the direct supervisor of the mentee.
- Formulate goals with the mentee; help the mentee develop his/her career in desired ways.
- Mentors may plan formal activities, depending on the goals of the mentee.
- Establish contact with the chosen mentor and formulate goals.
- Participate in activities appropriate to the growth of both mentee and mentor.
- Provide feedback to the mentor and the Mentoring Coordinator.
Activities are only limited by that which is appropriate in a work or professional relationship. They may include:
- regular meetings;
- assistance in furthering involvement in professional organizations, particularly at the national level;
- assistance with publication; and
- referral to prospective mentors outside the Library or University, who may have more appropriate expertise.