THE IMPORTANCE OF USING MENTORING FOR THE DEVELOPMENT OF EMPLOYEES IN THE EDUCATION SYSTEM

Аннотация

Наставнические отношения являются важным процессом оценки адаптации нового сотрудника к новой роли. Наставничество осуществляется в сотрудничестве с вашим новым сотрудником и должно иметь разнообразное содержание и цели. В этой статье обсуждается важность наставничества, помогающего сотруднику ориентироваться в процессе обучения и выстраивать отношения, присущие любой новой роли. Ключевые слова: наставничество, новый сотрудник, сотрудничество, новая роль, отношения, духовность, важность наставничества, система образования, развитие сотрудников. Introduction. Mentoring is a formal or informal relationship between experienced, knowledgeable employees and inexperienced or new employees. The goal of the mentor is to quickly acclimate the new employee to the cultural and social norms of the organization. The mentor helps the current employee grow and prepare for new job and career opportunities. Mentoring can also help an employee, new to a specific job or area of ​ ​ responsibility, quickly learn what they need to know to be successful in their job and role. A mentor can also act as a drill sergeant as the new employee is assimilated into the company. A mentor can help employees become knowledgeable and effective in their current jobs as they continue to work. They help the employee to reach a new level of knowledge, sophistication, and development. Good mentoring relationships involve a specific knowledge exchange that helps the new employee develop rapidly as a valuable asset to the organization. Many organizations assign one of their formal employees as a mentor during the onboarding process. Other mentoring relationships develop spontaneously and over time. All employees who are mentors continue to be mentored, learn faster, and become more actively involved in the company culture. Along with other employees, the mentor is also introduced during the onboarding process for new employees. For onboarding, a mentor can be a new employee, an experienced or seasoned colleague, or a manager or team leader. The mentoring relationship is often between employees and their manager; in fact, it was a simple relationship in the past. While these mentoring relationships are still encouraged, it is recommended that employees and organizations implement additional mentoring relationships. A mentoring relationship with a mentor never loses the tools of assessment that your employee needs to succeed in your organization. Mentoring isa skillandan art that can bedeveloped through practice and participation. http://www.internationaljournal.co.in/index.php/jasass 439 Volume15Issue04, April2025 Impact factor: 2019: 4.679 2020: 5.015 2021: 5.436, 2022: 5.242, 2023: 6.995, 2024 7.75 In some organizations, a new employee is assigned a buddy to help them get started and work on their onboarding. A buddy plays a similar role to a mentor, but is usually a friend and more experienced colleague of the new employee. A mentor is a person who is responsible for ensuring that the new employee is fully informed about the organization and doing everything they can to help them integrate into the organization. Friendships can last a long time, and employees can even become friends. In many organizations, a buddy who works in the same or similar roles plays a special rolein helping a new employee get started onthe real job bytraining him or her. The buddy is also responsible for introducing the new employee to others in the organization. “Staff development” usually refers to the professional development of staff, doesn’t it? In this case, the staff are teachers and others in education. Mentoring here probably means guiding or coaching them to improve their skills. I remember that teachers in schools often have in-service training days. Perhaps coaching for staff development is a more personalized or ongoing form of this? Instead of just attending seminars, they can get a mentor who works with them individually or in small groups. The goal is to help them become better teachers, which in turn benefits their students. But what exactly does a mentor do in terms of staff development? Do they observe lessons, provide feedback, model teaching strategies, or help with classroom management? I think it's a combination of both. They can also help integrate new technologies or curricula. As education is constantly evolving, educators can play an important role in helping staff adapt to change. In addition, consider other educational staff beyond teachers - administrators, consultants, or support staff. Mentoring may also be their specialty. For example, mentoring an administrator on leadership skills or consulting on new ways to support students.Are there specific models or frameworks for staff development mentoring? I remember something about teacher mentoring, but it sounds like that. Perhaps staff development mentoring is a broader term that encompasses a variety of roles. It can include collaborative planning, brainstorming, and setting professional go