Resource Information for Supervisors & Managers
Strictly Classified
An Informational Bulletin Published by the Personnel Commission
Mentoring Classified Employees
The classified employment system is designed to encourage internal promotion and employee retention. Such
a system can be mutually beneficial to the District and the employee if it is executed properly. Classified employment promotes the preservation of institutional knowledge and the maintenance of a workforce with skill
sets specifically geared towards the needs of the District. Additionally, it offers the employee job security and
the opportunity for career growth. Supervisors and managers who encourage mentorship within their departments will improve the quality and quantity of work produced, as well as boost employee morale and motivation.
Among the responsibilities of managers and supervisors is the professional development of staff. Mentoring
offers the possibility for employees to improve performance and receive increased support which will lead to a
“ready” workforce when senior staff retire or leave the organization, higher morale amongst staff members and
greater retention of employees. While it is not realistic for a single manager or supervisor to develop effective
mentoring relationships with all staff members, he/she can develop a system within his/her department in
which junior staff members can be matched up with senior staff members.
Supervisors and managers interested in developing a mentoring system within their department should:
•
•
•
•
Notify all staff members that mentoring is available.
Encourage junior and senior staff members alike to consider the benefits of mentoring. While junior staff
members can clearly benefit from the knowledge, skills, and guidance of senior staff, mentoring can benefit senior staff members as well. Young staffers bring a fresh perspective and new ideas to the workplace.
Match up interested parties. When establishing pairs, consider what staff members are hoping to accomplish through mentorship, personality traits, and levels of experience. Try to link more established employees with less experienced employees. These employees do not necessarily have to have identical career paths, but their interests and skill sets should be complementary.
Foster successful mentoring relationships. Encourage participants to engage in one-on-one conversations
in which ideas can be exchanged openly. Discourage conversations centered around doing things the
“right” way or the “wrong” way. This approach will limit creativity and perhaps create tension. Whereas
open and honest dialogue in which both parties are active listeners can promote a tighter bond, mutual respect, and the development of new ideas.
MEMBERS OF THE PERSONNEL COMMISSION
James A. Srott, Chair
May 2007
David Iwata
Calvin W. Hall, Ed.D.
Karen Martin, Personnel Director
(213) 891-2333
•
Recognize that mentoring is about more than developing new ideas and transferring knowledge and skill
sets. It’s also about establishing a relationship in which junior employees can turn to senior staff for support and guidance. Junior employees are often faced with new and challenging situations which they don’t
know how to handle. Additionally, junior staff members with tremendous potential often leave their department and/or the District because they are faced with unsupportive or negative work environments in
which they feel their contributions are unrecognized or underappreciated. A junior employee who has a
mentor would be able to turn to that mentor for advice, as well as communicate their concerns/feelings to a
senior staff member in a safe environment. In these situations a mentor is an invaluable resource. In the
long run mentorship will reduce stress, improve performance, and increase the retention of quality employees.
Mentoring offers opportunities for both junior and senior staff members to enhance the work environment by
opening the lines of communication and effectively relating ideas, methods, and practices. It would increase
job satisfaction amongst employees, as well as create a more prepared workforce. Undoubtedly, establishing a
mentoring system within your department would enable both the District and employees to make the most of
the classified employment system.