Cameron Executive Network
Student Guide to Mentoring
Spring 2016
Cameron School of Business
Office of External Programs
University of North Carolina Wilmington
With contributions by Cameron Executive Network Members
© 2015 Cameron School of Business, University of North Carolina Wilmington.
All rights reserved.
TABLE OF CONTENTS
Topic
Introduction
Considerations for each Mentee
Considerations for each Mentor
Joint Planning for Mentor and Mentee
Resources
CEN Leadership Group
Networking
Networking Skills
The Entire Network
LinkedIn
Mentee’s LinkedIn Page
LinkedIn Group for Alumni, Mentors and Mentees
CEN Consulting Group Resources
CSB Career Resources
Interviewing Resources
Internships
UNCW’s Career Center
Career Leader
Myers-Briggs Type Indicator (MBTI)
The Kuder Journey
The Internship Predictor
SeaWork
Careers Fairs and Events
Student Services
The Mentoring Process
Stage One: Base Building
Initial Contact
First Meeting
Future Meetings
Stage Two: Selecting Career Paths
Stage Three: Selecting Potential Employers or Grad School
Stage Four: Reaching Those Employers and Grad School
Stage Five: Post Graduation
Contact with Mentor
Tips for First Job
Career Tips
Networking and Building Relationships
Elevator Speech
Career Plans
Finances and Workplace Benefits
Additional Resources
Feedback
Mentoring Relationship Issues
Section
1
1.1
1.2
1.3
2
2.1
2.2
2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.3
2.4
2.5
2.6
2.7
2.7.1
2.7.2
2.7.3
2.7.4
2.7.5
2.7.6
2.8
3
3.1
3.1.1
3.1.2
3.1.3
3.2
3.3
3.4
3.5
3.5.1
3.5.2
3.5.3
3.5.3.1
3.5.3.2
3.5.3.3
3.5.3.4
3.5.3.5
4
4.1
Page
3
3
4
5
5
5
5
5
5
5
5
6
6
6
6
7
7
7
7
7
8
8
8
8
8
8
8
9
10
10
10
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11
11
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11
11
11
12
12
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Feedback and Requests and Suggestions
Periodic Surveys
CEN Student Alumni Post-Graduation Contact Information
Update Current Information
Alumni Lifetime Email
Networking Opportunities
Generational Awareness for Mentors
4.2
4.3
4.4
4.5
4.6
4.7
12
12
13
13
13
13
14
1. Introduction
This Guide is for mentees of the Cameron Executive Network (CEN) of the Cameron
School of Business (CSB) at the University of North Carolina Wilmington (UNCW). Since
2002 CEN’s experienced business executives have worked with CSB students, staff and faculty
to interact with and advise college juniors and seniors through resume assistance, job and
career searches, developing skills and guest lecturing and, most importantly, mentoring. CEN
executives have mentored on a one-on-one basis over 750 CSB students – a priceless
contribution to students and a great reward to mentors.
This Guide embodies “best practices” developed by CEN’s mentors and
mentees. CEN does not require that its mentors and mentees follow these practices.
But CEN does require that they carefully consider these practices. The best results
occur when mentor and mentee jointly pick the parts of this Guide that will best
serve their mentoring relationship and fit the student’s individual needs.
Mentoring is interactive. A mentor shouldn’t simply “tell” information to a listener.
Nor should a mentee just listen passively. Both must actively work together to match the
mentor’s experience and wisdom to the mentee’s talents and needs.
1.1. Considerations for Each Mentee
Take charge of your own career, including actively guiding your relationship
with your mentor. Do not expect your mentor to find you a job; finding and landing
a job is your responsibility.
CEN expects you to pick a career matched to your talents and passions, to become a
leader in your career, to live a fulfilling life and to serve society well and ethically. To start
towards these goals while at UNCW, CEN expects you to:
o Contact your mentor within five days after you are matched and be prompt,
diligent and professional in all your communications with your mentor.
o Review this Guide carefully, agree with your mentor on objectives you should
achieve to reach your goals, and meet those objectives on schedule.
o Agree with your mentor on a schedule for your meetings, and meet as scheduled.
o Unless excused by your mentor, attend scheduled meetings with your mentor and
scheduled CEN events where all mentees are invited.
o Grow and maintain your personal network as a resource for reaching your goals.
o Continue to participate in CEN after graduation by keeping CEN up-to-date on how
you can be reached and where you are working. Be available to CSB students to
talk about your career and their interests.
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Mentors are volunteers. They contribute their time, wisdom and experience. They
want to help CSB students. Respect this. Use their time wisely. Thank them for their
contributions.
Commit the time needed to develop and sustain a good relationship with your mentor
and to reach your goals. Allow time to build the relationship.
Be professional. Give real thought to what you want to achieve. Make commitments
only when you can live up to them. Live up to commitments you make.
Respond promptly to each contact by the mentor. Initiate contacts to keep your mentor
up to date on your situation and progress. Adopt a “learning” attitude about the information
shared. Acknowledge feedback about strengths and weaknesses. Express your thoughts and
feelings about the feedback and directions you are receiving. Feel free to engage your mentor
in a robust discussion. Whenever you do not understand what your mentor is saying, ask.
Go to the first meeting with ideas about what you want to accomplish from the
relationship. Develop strong focused plans for action you and your mentor think should be
accomplished. Take responsibility for implementing your action plan. Be accountable for your
results, your behavior and any changes asked of you.
Attend each meeting on time with an idea of what you hope to accomplish at that
meeting. Prepare your own agenda for each meeting. Report to the mentor your progress on
the objectives set at the last meeting. At the end of each meeting reach an agreement with
your mentor on objectives to be completed before the next meeting.
If you are not satisfied with how your mentoring relationship is working, promptly
notify a member of the CEN leadership group (see below).
1.2. Considerations for Each Mentor
CEN expects you to lead each of your mentees to reach the goals describe
above. In doing this you should lead them in learning appropriate values, processes
and skills, in setting appropriate action plans and in making wise decisions. CEN
relies on your integrity, wisdom, judgment, commitment, good will and
professionalism in leading each mentee.
Don’t forget how busy the mentee’s schedule can be. Learn promptly what academic,
work, family obligations and other extra-curricular activities impact each mentee’s schedule.
Allow time to build the relationship. Keep your mentee focused on the issues, yet keep
it fun (enjoy getting to know them and sharing your life experiences). Help mentees find their
own answers rather than telling them what to do. Maintain an appropriate balance between
talking and listening to the mentee. Use questions to help mentees refine and improve their
ideas and plans. Encourage comments by your mentee and questions about your thoughts.
Insure that the action plans developed are agreeable to both of you. Follow up on
implementation. Encourage as necessary.
Remember they are students. They did not grow up in your household with your
expectations. They do not have your experience. They don’t know what they don’t know, so
they need you to teach them.
Maintain an appropriate professional yet personal relationship with each mentee. Set
parameters for interaction. If your mentee has interests in subjects outside your expertise,
work with the mentee to make that expertise available from other Mentors or from experts
outside CEN.
Attend meetings of CEN and, when students are invited, make sure your mentees
know of the meeting and, when possible, attend.
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If you are not satisfied with how your mentoring relationship is working, promptly
notify a member of the CEN leadership group (see below).
1.3. Joint Planning for Mentor and Mentee.
The remainder of this Guide addresses some common issues in CEN mentoring
relationships and presents materials to consider. Each mentee and mentor should review
these materials independently, and then meet and discuss which, if any, of the Guide’s
suggestions to adopt and implement. Please let CEN know what practices are most helpful,
and least helpful, to your work together. CEN expects to revise this Guide periodically to
capture the “best practices” in mentoring as members develop them.
2. Resources for Academic Success. Resources available to CEN mentors and mentees
include the following:
2.1. CEN Leadership Group. This group is available to any mentor or mentee to address
any problems with a mentoring relationship and other issues not resolved in this
Guide.
Allen Patrick, CEN Co-Director
Sara Kesler, Program Administrator
Cameron Hall 131, patrickr@uncw.edu
Cameron Hall 131, keslers@uncw.edu
910-962-7459
910-962-7452
Charles Schaefer, CEN Co-Director
Cameron Hall 131, schaeferc@uncw.edu
910-208-3259
2.2. Networking. Professional recruiters teach that over 70% of jobs come from
networking. Each mentee needs to build a personal network.
2.2.1. Networking Skills. CEN’s materials on networking skills can be found online
at the CEN website http://csb.uncw.edu/cen/resources.htm.
2.2.2. The Entire Network. Although students are assigned to specific mentors,
mentors and mentees are encouraged to reach out to other CEN mentors where
the mentee and the assigned mentor think it appropriate. All mentors are
available to help any mentee. Mentor profiles are online at the CEN website:
http://csbapp.csb.uncw.edu/data/cen/default.aspx.
2.2.3. LinkedIn. LinkedIn, the business online networking website http://
www.linkedin.com, is a very useful and serious online business networking
resource that each mentor and current mentee should consider using.
2.2.4. Mentee’s LinkedIn Page. Each mentee should discuss with your mentor
when to create a personal page on LinkedIn and what that page should include,
e.g., a description of career aspirations and interests and the mentee’s resume in
an attractive format and that shows recommendations. While the printed
resume is a valuable job search tool in the mentee’s portfolio, an electronic
resume posted on LinkedIn is a good compliment to the hard-copy printed
resume. Many companies search for prospective employees primarily through
the use of LinkedIn. Using a printed resume as a starting point, the mentee can
easily post a consistent online resume. It is also a place to communicate with
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© 2015 Cameron School of Business, University of North Carolina Wilmington.
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employees in the work force as well as potential employers. Mentors who also
have a presence on LinkedIn can review and assist their mentees with the
content, appearance and form for data posted by the mentee. Together they can
make sure that the mentee’s presentation to prospective employers on LinkedIn
is on-target and attractive in appearance and content.
2.2.5. LinkedIn Group for Alumni, Mentors and Mentees. CEN has also created
an open group on LinkedIn to keep in touch with mentors and graduates. The
group is named CEN Alumni and Mentors. Mentors, current mentees and
CEN graduates are encouraged to join this group to help in their overall
networking activities. A mentor and mentee should discuss when it will be
appropriate for the mentee to join this group and become part of the CEN and
UNCW student and alumni network. Being part of this group can continue
after graduation. Members of this group can benefit from online dialogue
around information posted about job search and experience. For CEN and
alumni it is also a way to stay in touch with the Network and for alumni to tell
about on-the-job and career growth experience. For CEN mentees and mentors
who would like technical assistance with LinkedIn, please contact Leslie Wright
at the Career Center (contact information is set out below).
2.3. CEN Consulting Group Resources. The CEN Consulting Group created and
implements the Resume Assistance Program (RAP). They have developed and/or
located materials for career searches. These materials can be found online at CEN
website http://csb.uncw.edu/cen/resources.htm and include the current form of resume
and information about career and job search information, networking and
interviewing.
2.4. CSB Career Resources. CEN may forward to mentees and mentors announcements
of programs sponsored by CSB or UNCW’s Career Services that may be helpful to
students in their transition from school to careers. Mentors should discuss these
programs with their mentees and encourage each mentee to attend each sponsored
programs that would be useful.
2.5. Interviewing Resources. Most mentees need training in interviewing skills.
Mentees and mentors should jointly work through and develop answers to the
list of interview questions developed by CEN (Exhibit E; all Exhibit references
are to attachments to this Guide). Once the mentee is comfortable with his or
her responses, the mentor and mentee should undertake a mock interview.
UNCW’s Career Center makes available a free program called InterviewStream
where students can access an online practice interview. This is a 24-7 web-based
interview practice tool. It is accessible at http://uncw.interviewstream.com/.
Instructions to log onto and use Interview Stream are at
http://csb.uncw.edu/cen/resources.htm. After using Interview Stream, once the
mentee is satisfied with the videotaped interview, the mentee should forward
the video to his or her mentor who can then review it and critique it with the
mentee. Preparation for live job/internship interviews should also include
researching the company to develop a list of questions for the interviewer, as
well as developing a list of talking points to make during the interview which
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showcase the mentee’s qualifications for the job. Data about public companies
(annual reports, current reports, proxy statements, etc.) can normally be found
on the company’s web site under “Investor Relations” or a similar topic.
2.6. Internships. CEN Mentors are encouraged to help their students pursue Internships
throughout their time at Cameron. Information on Internships can be found online at
http://csb.uncw.edu/cen/resources.htm. Teresa Walker is the Internship Coordinator
and is responsible for employer and student relations for CSB Students. She can be
reached at 910.962.2466 or walker@uncw.edu.
How can mentors help?
Clarification of Goals & Objectives: Talk to your students about how to get
where they want to go.
Resumes & Cover Letter Writing: Help your mentee tailor his/her resume
and cover letter for each internship for which he/she has applied.
Interviewing Skills: Help your mentee learn the necessary interviewing
skills. See “Interviewing Resources” above and the interviewing
materials on the CEN web site at http://csb.uncw.edu/cen/resources.htm.
Arrange for mock interviews by your mentee with you or using other mentors.
Soft Skill Coaching: Teach your mentee about proper handshakes, eye
contact, dining etiquette and body language.
2.7. UNCW’s Career Center. 910.962.3174, www.uncw.edu/career. Fisher University
Union 2035, wrightlk@uncw.edu. Leslie K. Wright – Assistant Director, UNCW
Career Center and Liaison to the Cameron School of Business. Feel free to call her
direct at 910-962-7072 to set up a time to meet. The Career Center can help mentees
take any of the following assessments:
2.7.1. Career Leader. This tool provides a unique and powerful business assessment
that is currently only available at UNCW to the CEN program. Developed by
the Harvard Business School, it is a respected and comprehensive business
career self assessment that reveals a student’s core strengths and skills and
then matches them to the functional area in business that may be the best fit for
them. Access to CareerLeader is available only at the Career Center at a cost of
$20 per mentee. This assessment is online and the mentee and mentor can
review the results.
2.7.2. Myers-Briggs Type Indicator (MBTI). This is the most widely used
personality inventory. Preferences suggested by it may help a student make
career and personal decisions. Students can access and pay for the MBTI online
with a credit card via SeaWork (described below) or they may visit the Career
Center in person with cash or check. The cost is $15. For mentors who are not
well-versed in the MBTI, please contact Leslie Wright for an interpretation.
2.7.3. The Kuder Journey. Kuder Journey is a great solution to help mentees plan
for the right career! Based on their specific needs, Journey provides reliable
tools to assess mentees’ interests/skills/values, suggests education and career
options, prepares them for the job search, and connects them to today’s jobs. The
cost of the Kuder Journey is $5 and it can be purchased at the Career Center
with cash or check or with a credit card online via SeaWork.
2.7.4. The Internship Predictor (via www.internships.com). This free internship
assessment is given to all UNCW students enrolled in Accounting 201 (ACG201
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with a required lab designated ACGL201). All students admitted to CSB must
take Accounting 201. Ask your mentee to provide a copy of their profile either
printed or online.
2.7.5. SeaWork is the Career Center's online resume and job posting system.
Students and alumni can connect online with national (not just NC) employers
for Internships, and full-time and part-time jobs (on- and off-campus), and
summer job listings. It also helps with:
o on-campus interviews for full-time jobs and Internships
o electronic resume referrals to employers
o electronic resume, cover letter, and transcript storage (self-managed
credentials)
o tracking your resume referrals
o sending RSVPs for employer information sessions and Career Center events
o tracking your appointments, events, and interview schedules
If you and your mentee would benefit from individual training on the use of
SeaWork, please contact Leslie Wright at 910-962-7072 to set up a time to meet.
2.7.6. Career Fairs and Events. Please visit: http://uncw.edu/career/events.html
for a current list of career fairs and other events sponsored by the Career Center.
2.8. The Cameron School of Business (CSB) Student Services Center. Student
Services supports CSB’s commitment to excellence in undergraduate business
education. Colleen B. Kolb, Director of CSB Student Services and Academic Advisor,
and the SSC Team, Amy Knebel and LeAnne Smith and Tammie Bangert focus on the
academic success of all CSB students. They provide comprehensive academic
advising, guidance, and encouragement to achieve the requirements for CSB
admission, retention and graduation in a timely manner. SSC Advisors strive to
identify, evaluate and resolve problems and issues that might impede a student’s
academic success. This may require referrals to various university support services
and resources to assist in achieving academic and personal success.
How can SSC assist CEN Mentors? We encourage you to refer Mentees to us
concerning issues that may impede their academic success. We welcome you to
accompany them in order to provide additional support for the student. In addition,
you are invited to notify us of any student related concerns. This can be done
confidentially if you prefer.
What is the Family Educational Rights and Privacy Act (FERPA)? The Family
Educational Rights and Privacy Act, (FERPA), is the federal law that protects student
academic records from being shared without the student’s consent. Students may
waive their right in order to allow their personal academic information to be shared
with specified individuals by signing a FERPA Waiver. These documents can be
obtained in SSC. Without a Waiver, however, we are able to discuss general
information, University and Cameron policies, rules, regulations, and requirements
which can prove to be valuable in your mentoring process. Additional information visit
the UNCW 2013-2014 Undergraduate Catalogue webpage: http://catalogue.uncw.edu/
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© 2015 Cameron School of Business, University of North Carolina Wilmington.
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Where can you find SSC? SSC maintains an “Open Door Policy” for students, faculty
and visitors. No appointment is necessary! We invite you to visit the Student Services
Center, CH 121, contact us at (910)-962-3899, and on the CSB Advising Webpage,
http://csb.uncw.edu/advising/index.htm to learn more. Check out our webpage for
office hours.
3. The Mentoring Process. The processes described below constitute CEN’s “best
practices” for the mentor and mentee to work through their mentoring relationship before
the mentee graduates.
3.1. Stage One: Base Building. Mentor and mentee need to exchange significant
information. What do you love to do? What do you hate to do? What are your
strengths and weaknesses? What are the mentee’s career interests?
3.1.1. Initial Contact. Within 5 days after CEN emails the mentee with the name
of his or her assigned mentor, the mentee should contact the mentor to agree
on a time and place for their first face-to-face meeting. Ideally, that meeting
should occur within 2 weeks. A mentor who fails to hear from the mentee
within 30 days should notify CEN.
3.1.2. First Meeting.
Mentee. You may wish to review the “Questions a Mentor Might Ask” (set out below)
and think about your answers to those questions. You should arrive at the first meeting with
two copies of the following (one for the mentor, one for you).
 An agenda of what you want to discuss at this meeting. Think carefully about this so
your meeting can be productive. Your agenda should state your career interests and
what you expect to get from the mentoring relationship. See the “Agenda” section
below for other thoughts. The agenda should also include questions you have about the
profession or industry of interest to you.
 Your weekly schedule for the current semester, including classes and work times and
any time scheduled for family duties. That schedule should also note important school
dates, such as vacations and exam schedules.
 The most current copy of your resume, which should include your contact information
(including the best email address and phone number for the mentor to use).
 A list of social web sites on which you are active such as Face Book and Linked In.
Also bring something on which you can take notes of what is discussed and agreed to at this
meeting.
Agenda. Mentor and mentee should consider including the following items in their
agenda. Mentee and mentor should feel free to challenge each other on achieving the “desired
result”, whatever that may be. Both should willingly commit to work toward the desired
results agreed on.
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




Review the mentee’s resume, background, skills, weaknesses, career interests and
expectations from this mentoring.
Discuss individual expectations you both have about this mentoring relationship.
Discuss and consider whether the mentee should take any of the assessments offered
by UNCW’s Career Services office (see “Resources” above).
Discuss developing a list of results you and the student expect to achieve.
Discuss and decide on whether the Mentoring Agreement (Exhibit D) would be useful
to both of you.
Results. By the end of the first meeting, the mentor and mentee should agree on at
least the following:
 The best way to communicate (e.g., by email, phone or text message).
 The time and place of their next meeting.
 What objectives the mentee should complete before the next meeting? What will the
mentee do? When will the mentee do it? Where and how will the mentee get started?
 How frequently they should meet in person?
 Should the mentee report to the mentor before the next meeting?
3.1.3. Future Meetings. At each meeting, mentor and mentee should review progress
since the last meeting and by the end of the current meeting agree on the
following:
o The time and place of their next meeting.
o What objectives the mentee should complete before their next meeting.
o Whether the mentee should report to the mentor before the next meeting.
3.2. Stage Two: Selecting Career Paths. What does the information about the mentee
suggest as possible careers? Many mentees haven’t yet decided on a career path.
Some mentees who have decided may not know enough about a particular career to
have made an informed decision. In both cases, a mentor should discuss this issue
with the mentee. They should jointly decide what further research would be useful
before picking a particular career. Some mentors have guided mentees through
industry and company research so the mentee got a better understanding of
what it would be like to work in a particular career. Consider whether this
would be helpful.
3.3. Stage Three: Selecting Potential Employers or Graduate Schools Once a
career track is chosen, the mentee needs to select specific employers or graduate
schools to pursue. The mentee should research the selected employers and other
companies in the selected industry or field. The mentee should rank the employers he
or she prefers and then prepare with the mentor a plan for making contact with each
selected employer. If a mentee is considering graduate school it is important to take
the appropriate exam such as the GRE® (Graduate Record Exam), GMAT (Graduate
Admission Test) or LSAT (The Law School Admission Test). Information about
numerous graduate school opportunities at UNCW is available online at
http://uncw.edu/grad_info/.
3.4. Stage Four: Reaching Those Employers and Graduate Schools. Mentor and
mentee should develop a plan for the mentee to reach targeted employers and schools.
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As part of this plan, the mentor and mentee should work on the mentee’s resume,
cover letter, networking skills and interviewing skills. The mentee should research in
detail prospective employers and prepare to:
o answer questions an employer is likely to ask, whether in a telephone or face-toface interview
o ask questions of an employer for information about the employer and job
possibilities, and
o present the mentee’s talents and interests in a positive manner tailored to that
employer.
3.5. Stage Five: Post Graduation.
3.5.1. Contacts with Mentors. Many mentors become lifetime friends with their
mentees and are delighted to hear from them as their career and personal lives
progress. In most circumstances, a mentor will be available to a mentee who
has graduated. But graduation normally shifts the relationship so the mentor
will wait for contacts from the mentee on an “as needed” basis (e.g., when the
graduate is considering job or career changes).
3.5.2. Tips for Jobs. Please review the “Tips for Your First Job” available on the CEN
web site at: http://csb.uncw.edu/cen/resources.htm.
3.5.3. Career Tips. Below are some tips for new graduates as they begin their
careers.
3.5.3.1. Networking and Building Relationships.
o Seek out, develop and maintain relationships with mentors and
colleagues.
o Continually build and maintain your network (not just when you’re
looking for a job).
o Become active in UNCW’s Alumni Association and update your
information at http://uncw.edu/alumni/ or email updates to
alumni@uncw.edu to participate in all alumni related events.
o Join CSB’s LinkedIn group described in section 2.2.5 above.
o Stay connected with your CEN mentor.
o Develop one or more mentors in your business and in the industry in
which you work. Build cross-departmental networks at work.
o Join a professional organization and attend regularly.
o Stay connected with friends from the past.
o Recognize there are always work-place politics. Learn to navigate them.
o Leave any negative attitudes at the door whenever you are working.
3.5.3.2. Elevator Speech. Your elevator speech continues to be important.
Develop several, and continually refine them.
o For work, include as appropriate your name, department, title (optional),
tenure, current project, business focus and your career plans and hopes.
o For professional networking, include as appropriate your name,
company, work focus, tenure and career plans and hopes.
o For social events, include as appropriate your name, company, field,
school, hobbies, family and career plans and hopes.
3.5.3.3.
Career Plans.
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o
o
o
o
o
3.5.3.4.
o
o
o
3.5.3.5.
o
o
Treat your reputation as one of your most important assets. Build a good
one. Continually work on it. It takes time to build a good reputation but
only one mistake to destroy it.
Become established in your company as a person of integrity and a
leader.
Create a career vision for yourself, and chart a path to get there.
Distinguish yourself. Become known for a particular skill or talent that
is in demand.
Invest in yourself. Become a lifelong learner.
Finances and Workplace Benefits.
Your personal financial stability is part of your reputation. Live within
your means. Learn to manage your financial risks responsibly.
Have a budget. Keep track of expenses. Avoid debt, and only incur debt
you can comfortably repay. Generate savings and investments.
Regularly contribute to retirement benefit accounts (e.g., IRAs, Roth
IRAs and 401(k) plans).
Take advantage of all company benefits, including your firm’s tuition
reimbursement benefits if available.
Additional Resources.
They Don’t Teach Corporate at College, Revised Edition, A Twentysomething’s Guide to the Business World; Alexandra Levit; Career Press,
Franklin Lakes; 2009.
101 Tips For Graduates, Revised Edition, A Code of Conduct for Success
and Happiness in Your Professional Life; Susan Morem; Checkmark
Books, Inc; 2010.
4. Feedback. CEN built its best features from ideas of mentors and mentees. Continued
feedback will remain critical to making this an effective network. CEN expects each
mentor and mentee to pass on any idea that would improve CEN and to provide feedback
in the following circumstances.
4.1. Mentoring Relationship Issues. CEN expects each mentor and mentee to
contact CEN promptly if he or she at any time believes the mentoring
relationship is not working effectively or if he or she becomes uncomfortable
in any way with any aspect of the relationship. Please contact any member
of the CEN Leadership Group. Contact information is listed under
“Resources” above.
4.2. Feedback Requests and Suggestions. Please reply promptly to requests for
feedback. Please contact any member of the CEN Leadership Group with any
suggestions on how CEN can be more effective.
4.3. Periodic Surveys. CEN expects to periodically ask mentors and mentees to complete
online questionnaires about relevant CEN issues. Please complete those surveys
promptly.
4.4. CEN Student Alumni Post-Graduation Contact Information. On graduation
mentees will join more than 57,000 Seahawks across the globe that makes up the
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© 2015 Cameron School of Business, University of North Carolina Wilmington.
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UNCW Alumni Association. The UNCW Alumni Association provides free
membership to all students who have graduated from UNCW. Membership includes
benefits for alumni who are close to campus and around the nation. The association's
purpose is to connect alumni to each other and to UNCW. Through alumni socials and
events, academic and regional chapters, publications and social networks, the
Association creates networking opportunities and showcase what alumni are doing.
4.5. Update Current Information. Stay connected to UNCW by updating contact
information online: http://uncw.edu/alumni/ or email alumni@uncw.edu. By updating
current address and email graduates will receive invitations to alumni events such as
Cameron School of Business Alumni Events, Homecoming, and regional events. They
will also receive UNCW publications such as The Cameron Insider, Seahawk Spotlight
and UNCW Magazine, which will keep them well informed about classmates, faculty,
and alumni activities throughout the country.
4.6. Alumni Lifetime Email. Graduating students have access to alumni email
addresses provided by Microsoft's Live@edu. The email address uses the same prefix
as their student email and only the domain is changed, for example
abc1234@alum.uncw.edu. Prior to graduation they will receive an email from the
Alumni Association prompting them to register for an alumni email account. Once
registered it is theirs for life and accessible at www.mail.live.com.
4.7. Networking opportunities. Alumni are invited to more than 60 events throughout
the year, beginning with the Commencement Celebration during the weekend of
graduation and continuing with chapter events and reunions. The dinners, mixers
and pre-game socials offer great opportunities to network and get to know other
Seahawk alumni.
For more information about the Alumni Association and to connect to numerous social
networks got to: http://uncw.edu/alumni/
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© 2015 Cameron School of Business, University of North Carolina Wilmington.
All rights reserved.
EXHIBIT A
Generational Awareness for CEN Mentors
Much has been written by sociologists, institutions, the media and others about generational differences in our society and
workforce. CEN executives (mentors) have varying degrees of awareness of generational differences in the workplace. CEN
believes it will be helpful to the mentoring relationship for mentors to have a basic understanding of these descriptions and
differences in: 1) how to relate to your students and 2) coaching them for their future workplace relationships.
Our typical CEN students (mentees) are part of the MILLENNIAL (“GEN Y”) generation, born between 1981-2000. Our CEN
mentors come from three (3) earlier generations, as described below.
CEN does not want its members to alter their personal coaching/mentoring techniques, but simply to be sensitive to these
generational differences and make their students aware, as appropriate, for their future success.
The Generational Descriptions & Implications
(These descriptions are generalizations and birth-date ranges may vary, depending on source)
Millennial or Generation Y (born between 1981-2000)
-Tend to be entrepreneurial and goal oriented, work is a means to an end.
-Internet Tech savvy and prefer computers, text messages to communicate, are social and confident.
-Live for the moment, speak their minds and have high expectations for work such as flexible schedules and telecommuting;
like Gen-Xers, crave balance and lack loyalty to a workplace.
-Prefer instant feedback and recognition, thrive in groups.
-Grew up multitasking so attention spans can be short.
Generation X (born between 1965-1980)
-Many grew up in a 2-income family with Baby Boomer parents having it all and as a result work hard, but seek work/life
balance
-Independent, entrepreneurial
-Prefer immediate feedback, more likely to communicate via email rather than in-person meetings
-Constantly re-evaluating career paths and keeping skills current; lack loyalty to a workplace
-Cautious about investing in relationships with employers
Baby Boomers (born between 1946-1964)
-Stellar career and professional accomplishments are important
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-Known as workaholics, thrive on competition, personal fulfillment; prefer feedback by money & titles, quality and
involvement
-Team players, thrive in groups, prefer one-on-one communication, and tend to hold meetings
-May question authority, not afraid of confrontation, lean towards less hierarchical structures.
Traditionalists or Builders (born before 1945)
-Also called Veterans, Matures, the Silent Generation, and the Greatest Generation
-Respect authority, adhere to rules and are hard workers
-Prefer commanding and direct leadership style, as well as formal organizational structure
-Technically challenged and prefer one-on-one communication, telephone or written memos
-For feedback - ongoing praise is not necessary
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© 2015 Cameron School of Business, University of North Carolina Wilmington.
All rights reserved.