導師關係是一種正式的或非正式的關係，建立在經驗豐富、知識淵博的員工和缺乏經驗的新員工之間。導師的目的是幫助新員工快速吸收組織的文化和社會規範。
或者，導師持續幫助員工在當前的崗位上成長，準備好新的工作和職業機會。導師還可以幫助員工，在新的特定工作或責任領域，迅速瞭解他們需要知道的工作和角色的成功。
當新員工融入公司時，導師也可以幫助員工在他們當前的工作中變得更有知識和更有效率。他們幫員工達到新的知識水准、成熟程度和職業發展水准。
最好的導師關係包括交換一個特定的知識領域，幫助新員工快速地成為組織內的一個貢獻者。
導師關係也可以是評估性質的，以評估新員工在他的新角色中的同化。除了你的新員工入職過程之外還提供指導，並且應該有不同的內容和目標。
導師可以幫助員工在任何新的角色和關係中，給予導航必需的學習曲線。
新員工入職指導
許多組織指派導師作為正式員工入職過程的一部分。
隨著時間的推移。其他導師關係就會自發地發展。所有的指導關係都被鼓勵，因為研究表明，經過有經驗指導的員工比較會被留住，學習得更快，並更有效地融入公司文化。
員工上崗的指導者可能是新員工的同事、知識淵博、經驗豐富的同事或首長或團隊領導。
一個導師關係經常發生在雇員和直接監督者之間；事實上，這是過去正常的指導關係。這些指導關係仍然受到鼓勵，但建議員工和組織追求額外的指導關係。
與上司的指導關係不會失去員工在組織內成功所必需的評估方面。
指導是一種技能和藝術，可以隨著時間的發展而訓練和參與。
輔導夥伴
在一些組織中，會分配給新員工一個“夥伴”，以適應新員工的入職和上任。夥伴扮演導師的角色，但夥伴通常是經驗豐富的同事。
指導夥伴用一切努力來幫助新員工充分瞭解和融合到組織中。夥伴關係可以持續很長時間，甚至可以成為朋友。
經常在同一個或類似的組織一起工作，夥伴發揮特殊作用，幫助通過培訓，新員工在實際工作中可以變得舒適。夥伴也負責向組織中的其他人介紹新員工。
一個好朋友可以提供額外的幫助，比如讓一個新員工和一個小團隊共進午餐。夥伴的另一個責任是確保新員工會見到合適的經理和成員。
尋找額外的導師
隨著時間的推移，與導師的額外關係可以自發地發展。或者，一個員工可以找到一個導師，因為他想體驗一個指導導師關係的力量可以幫助他的職業成長。
這些未被指派的導師往往是一個經驗豐富的員工或經理，他們可以為員工提供（雇員接受指導）員工想要或需要的額外資訊。例如，產品團隊成員尋求與行銷部門經理的指導關係。
他可以在團隊開發出沒有人願意購買的產品之前，學會如何更好地瞭解市場和客戶。這種尋求的指導關係可以促進組織中的成功。
另一個例子是，當一個員工確定他缺乏的職業技能時，導師關係就很有力。然後，員工在組織中尋找一個展示這些技能的個人，並學習這些技能。
Developing Employee Growth by Teaching
Tutor relationship is a formal or informal relationship between experienced, knowledgeable employees and inexperienced new employees. The purpose of mentors is to help new employees quickly absorb the cultural and social norms of the organization.
Or, mentors continue to help employees grow in their current positions and prepare for new jobs and career opportunities. Teachers can also help employees quickly understand the success of the jobs and roles they need to know in new specific areas of work or responsibility.
When new employees are integrated into the company, mentors can also help employees become more knowledgeable and efficient in their current work. They help employees reach new levels of knowledge, maturity and career development.
The best mentoring relationships involve exchanging specific areas of knowledge to help new employees quickly become a contributor within the organization.
The mentor relationship can also be assessed to assess the assimilation of new employees in their new roles. In addition to your new employee induction process, there should be guidance, and there should be different content and objectives.
A mentor can help employees give the necessary learning curve for navigation in any new role or relationship.
Induction guidance for new employees
Many organizations assign mentors as part of the induction process for full-time employees.
With the passage of time. Other mentoring relationships develop spontaneously. All mentoring relationships are encouraged because research shows that experienced employees are more likely to stay, learn faster and integrate more effectively into the corporate culture.
An employee's supervisor may be a new employee's colleague, knowledgeable, experienced colleague or leader or team leader.
A mentoring relationship often occurs between employees and direct supervisors; in fact, it was a normal mentoring relationship in the past. These mentoring relationships are still encouraged, but employees and organizations are advised to pursue additional mentoring relationships.
The mentoring relationship with the supervisor will not lose the evaluation aspects necessary for employees to succeed in the organization.
Guidance is a skill and art that can be trained and participated with the development of time.
Guidance partner
In some organizations, a "partner" is assigned to new employees to adapt to their entry and appointment. Partners play the role of mentors, but partners are usually experienced colleagues.
Instruct partners to make every effort to help new employees fully understand and integrate into the organization. Partnerships can last for a long time, even as friends.
Often working together in the same or similar organization, partners play a special role in helping new employees become comfortable in actual work through training. Partners are also responsible for introducing new employees to others in the organization.
A good friend can provide extra help, such as having a new employee lunch with a small team. Another responsibility of partners is to ensure that new employees meet the right managers and members.
Find additional mentors
Over time, additional relationships with mentors can develop spontaneously. Or an employee can find a mentor because he wants to experience the power of a mentor relationship to help him grow professionally.
These unassigned mentors are often experienced employees or managers who can provide employees with additional information they want or need. For example, product team members seek guidance from marketing department managers.
He can learn how to better understand the market and customers before the team develops products that nobody wants to buy. This kind of seeking guidance relationship can promote the success of the organization.
Another example is a strong mentoring relationship when an employee identifies the skills he lacks. Then, the employee looks for an individual in the organization who demonstrates these skills and learns them.
