techinques in training/mentoring
techinques in training/mentoring
(OP)
I am starting research on a report and powerpoint presentation. The topic is going to be about the proper way of training/teaching novice engineers. Basically, there's been a problem at my work place when it comes to training, or lack thereof, new engineers. Project managers are giving projects to new engineers without any type of mentoring. They give the engineer a "go-by" and expect the project to be done correctly and within budget. Problem is, these engineers have to teach themselves new concepts and invariably eat up the budget doing so.
Are there good resources out there on this topic? Any comments or advice? For example,Step 1: Teach the "big picture" of what this project is about. Step 2: Explain more specific concepts and go through some sample calculations....etc., etc.
Thank you!
Are there good resources out there on this topic? Any comments or advice? For example,Step 1: Teach the "big picture" of what this project is about. Step 2: Explain more specific concepts and go through some sample calculations....etc., etc.
Thank you!





RE: techinques in training/mentoring
Cf: you can't learn to ride a bike by just teaching the "big picture" of what riding a bike is about, you learn it by crashing into things all the time.... but less and less and less...
RE: techinques in training/mentoring
Then include the most important thing of all to anyone new at any company......."here are the tools / forms / resources / where to go for help / who to go to for help / what to do in case of problems / etc. that you will use to complete your project". Don't forget to include a "here's how to close out and document a project".
ZCP
www.phoenix-engineer.com
RE: techinques in training/mentoring
Either a company takes mentoring seriously or it doesn't. It has more to do with culture than procedure.
RE: techinques in training/mentoring
Regards,
RE: techinques in training/mentoring
If they can be made a team member great contributions can be had from the young. They are always energetic ,cheerful and seek recognition or identification. I too would crave for such opportunities as young engineer,but then I learnt the hard way.
RE: techinques in training/mentoring
I'm not sure it was the best way, but my own mentoring happened by people who watched out for themselves by keeping an eye on me in the process. They never sat me down and gave me lectures about office policies and procedures. What they did do, however, was to say to me:
"I know you're new and green and don't know everything. I can't watch you for 8 hours per day because I have my own work to do. I know you're an intelligent person, so you should know when you don't know something. When that time comes, come and ask me, and I'll tell you what I know about it. If I don't know, I'll tell you that too. I don't know everything either, and sometimes you have to research things to find out. Sometimes I'll come to ask you things, because I don't know, or I'll want a second opinion."
I appreciated the honesty, and that I was being treated like an equal. That went a long way in making me step up to the plate and take some responsibility in my own mentoring. That's how I try to mentor younger engineers in my office these days. It sure worked for me!
RE: techinques in training/mentoring
RE: techinques in training/mentoring
RE: techinques in training/mentoring
Perfect.
Hg
Eng-Tips policies: FAQ731-376
RE: techinques in training/mentoring
Everyone one of us here at one point or another has gone through a learning process. Not just to become an engineer, technician, professional, etc. - but learned
how to ride a bike - age 5
how to do an assignment - grade 9
how to pass college, trade school - age 18 - ?
And, we probably all learned it in not quite identical way.
There are some ways that we liked. Some we really didn't like. Some of us are more hands on. Others are more thought oriented. There is book smart. There is worldly smart. All are valuable.
There is probably no single "proper" way to teach someone (jut look at the number of different coaches in any sport). But, there are probably lots of "improper" way to teach a specifc individual.
You probably need to tailor the approach to the individual (just look at the number of different approaches coaches uses with different players).
That is why training someone is so hard - and why many corporations do not do it well.
I paraphrase something someone once said:
"If it is easy, then everyone would be doing it."
RE: techinques in training/mentoring
Learn by doing. Let the new guy fill out paper work for a new project. Give him or her simple things to engineer and work up from there. Let them walk before they have to run.
RE: techinques in training/mentoring
Make sure you refer to EngTips and especially to the "Best Engineering Advice" thread in your report
RE: techinques in training/mentoring
1) Where and how to find information and procedures for getting things done. These are site-specific and can't be deduced.
2) How to solve technical/engineering problems. This cannot be taught. It comes with experience.
RE: techinques in training/mentoring
It sounds like your group needs to embrace and institutionalize a mentoring program. At my company, mentoring has always been done informally and worked best for the hungriest proteges and willing/knowledgeable mentors. We have formalized that such that mentors and proteges are matched based upon technical need, interests, personal development, or general career mentorship (survival of an engineer in the corporate/government environment... or what the heck do I really want to do and how do I get there???).
It takes a few champions to head it up, but it will pay off well in the end. The effort depends on the size of your company. We started with just my department and then one of the corporate Veeps liked it and ported it out to the enterprise.
Additionally, leaders and managers, should put time into documentation and processes. This will help standardize what people know and create a baseline/foundation for the junior folks before taking up mentor time. Hopefully those will be documents that are kept fresh from time to time or you run the risk of tunnel vision (that's the way we've always done it syndrome).
And oh, btw, there's no reason a junior person can't mentor a senior person on some new tech or methods they learned somewhere else.
So, the key is to make mentoring, whether formal or informal, part of the culture.
As a protege I have experienced the value and return of a good mentoring program. As a mentor, I have taken a lot of satisfaction seeing my proteges make rapid progress up the technical ladder. As a manager, I understand the value and efficencies a mentoring program brings to the bottom line as well as the loyalty it develops in the junior engineers. It is one big reason I have almost no attrition due to quits... my biggest problem is that we train our folks so well they get promoted to positions out of my group.
Best of luck.
RE: techinques in training/mentoring
Gave you a star for that post. You are the kind of leader any company should be glad to have. All leaders understand that it is a hassle when you do your mentoring so well that people get promoted out of your group, but in my opinion that is exactly what should be the result of a good mentoring program.
The golden rule encourages people to treat others how they wish to be treated themselves, and it works very well here. I have always appreciated mentors who taught me how to succeed not only in my current tasks, but in being ready for opportunities as well. Like you, I enjoy providing those opportunites for the people I have the responsibility and the privilege to mentor.
Keep up the great mentoring program, your company is the better for your efforts, I believe.
debodine
RE: techinques in training/mentoring
At the same time ask the positive. What things did the manager do that were beneficial? Did your manager give you useful information? If so what was it?
As a novice engineer myself I could easily answer these questions to identify the areas were I could have used more guidance from my managers. I could also point out times where the information they gave me was sufficient and I was able to do an excellent job on the project.
RE: techinques in training/mentoring
"I would think that the best resource for the topic would be the novice engineers themselves. Ask the novice engineers what information do they feel would be most beneficial when given a new project."
I feel that since mentoring is a two way street, there is also some onus on the novice and those wishing mentorship to speak up and seek it.
If one needs something, and doesn't tell anyone, there is a good chance that they wouldn't get it since nobody is aware that they need/want it.
Some "senior" people may feel it "presumptuous" to ask a junior/novice if they want mentoring.
"The golden rule encourages people to treat others how they wish to be treated themselves, and it works very well here."
I have never really understood this "golden rule". I feel that there is a HUGE probability that some people may not want to be treated the way I would.
For example. One person may appreciate it when someone offers to help when they see them struggling. Another person may take offence since they see it as a slight that someone perceives that they can't do something.
I try to follow an alternative rule: "Treat others the way THEY want to be treated."
RE: techinques in training/mentoring
You have an interesting perspective on the golden rule, and I think you have a very good alternative rule. If a mentor/potential mentor knows how a person wishes to be treated in specific situations, then within reason they should treat them that way.
In fact, I often ask a person directly how they want to be treated in specific situations, and if I can reasonably do so, that's what I do. Of course, if I don't know for sure, I do fall back on the golden rule and it works.
In addition to my responsibility to train and mentor, I also have a competing responsibility to oversee company projects and maintain schedule, cost and quality. So there have occasionally been times when I would become more directive and less mentoring in my approach. However, in general I think your alternative rule would work well.
debodine
RE: techinques in training/mentoring
Made lot of mistakes, learnt a lot of lessons, still continue to - what was and is important is to ensure that
(a) you don't repeat the same mistakes.
(b) the mistakes are not too costly - so, you need to make an assessment of how much you can go wrong and ask questions at the right time to the right person - now, this is tricky and is very subjective.
(c) you ask a lot of questions to experienced people, especially, who may or may not be academically qualified, but have learnt things the hard way and are willing to share their knowledge. Lot of people management skills and personal relationship is important.
(d) you have a never-say-die spirit. Keep your eyes and ears open and be observant
Good luck
HVAC68
RE: techinques in training/mentoring
RE: techinques in training/mentoring
My first boss keeps a taped-together stack of Charpy V-notch impact test specimens on his desk. We were fellow graduate students before I was hired by him (he was doing his degree while working here), and I was "helping". I did the whole batch of 20 specimens wrong because it didn't occur to me that it mattered which side the notch went on. My advisor bawled me out for not asking, but it hadn't even occurred to me that there was a question to be asked.
My then-future-now-ex boss kept the specimens at the time because he thought maybe he'd test them some other time to see if it really made a difference, but they've since evolved into a paperweight. Their main function, though, is Hg Humility Device. Every time I went into his office when I worked for him, and every time I visit him now (and every time someone asks him what they are and he tells them to go ask me), I am reminded of how important it is to know when I don't know something, to be aware of when I'm making an unjustified guess.
He was the best boss ever.
Hg
Eng-Tips policies: FAQ731-376
RE: techinques in training/mentoring
"It is better to ask a stupid question, than to make a stupid mistake"
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