A UN MENTORING PROGRAMME

Mentee
Handbook

Get help with your UN mentorship journey.

This handbook offers tips and practical guidance for mentees.

Office of Human Resources (DMSPC) // hr.un.org/mentoring

Mentee Handbook

Index
Index 2

Introduction 3

1. Mentoring Overview 4

1.1. Benefits for mentors 4

1.2. What Mentoring Is and Is Not 4

1.3. Mentoring and Coaching: What’s the Difference? 5

1.4. Cornerstones of Mentoring Relationships 5

2. Getting Started 6

2.1. Phase 1 – Establish Expectations 7

2.2. Phase 2 - Create an Action Plan 9

2.3. Phase 3 - Meet consistently and revise the action plan 9

2.4. Phase 4 – Reflect on your experience and determine next steps 10

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 2

Mentee Handbook

Introduction
Dear mentee,

Welcome to Together: a UN Mentoring Programme and congratulations on your new role as a mentee.

This handbook provides an overview on how to approach your participation in the Together pilot. We
recommend you review it before the first meeting with your mentor and revisit it as often as you wish. We
hope it can help you navigate the mentoring relationship in a structured and effective manner.

You can also find resources on the Together platform including proposed agendas for mentoring sessions
and other resources to prepare and inspire you.

At any point of the process, you can contact us at mentoring@un.org to ask for advice, voice a concern or
simply tell us how your mentoring relationship is going.

We thank you for being a part of the Together pilot and wish you a fulfilling experience.

Together Team

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 3

 Mentee Handbook

1 Mentoring Overview
1.1 Benefits for mentees
Mentoring is a relationship between two people aimed at professional development. It is based on
mutual respect, trust and integrity.

Why is mentoring important? Relationships drive growth, motivation and inspiration in an organization.
Mentoring relationships are proven to improve productivity, staff engagement and retention.

And connecting with mentors and building these relationships can be a fulfilling part of one’s career.
Some benefits we hope you will gain from this pilot include:

• Receive feedback from a more experienced colleague

• Reflect on your career goals and challenges
• Reduce isolation during COVID-19
• Learn about positions in other duty stations
• Expand your network
• Enhance confidence when interacting with more experienced colleagues

1.2 What Mentoring Is and Is Not

It is important to understand what constitutes a mentoring relationship.

Mentoring Is… Mentoring Is Not…

• Development tool — a mentoring relationship can • Replacement for formal development —
help you understand more about the Organization Mentoring cannot take the place of formal
and what you want out of your career. training but can augment it.
• Knowledge-sharing opportunity — mentoring • Management replacement — A mentor
facilitates the flow of information and ideas among should not take on the role or responsibilities
staff in different departments and duty stations. of a mentee’s manager.
• Organizational culture support — mentoring • A guaranteed promotion — A mentoring
can help staff better understand the Organization’s relationship provides no assurance of a
cultural norms, some of which are not captured in promotion. However, both parties may
written policies and rules. develop competencies and skills that
• Candid and Specific — a good mentoring improve overall job performance.
relationship provides honest and specific feedback • Personal counselling — It is best to seek
and a route to growth. help on personal issues from a life coach or
mental health professional.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 4

 Mentee Handbook

1.3 Mentoring and Coaching: What’s the Difference?

Mentoring and coaching differ in their objectives, impact, and duration.

Mentoring Coaching
• Tends to focus on an individual’s overall career • Assesses and improves an individual’s
goals and aspirations performance in a particular area.
• Mutually benefits the mentor and mentee. • Benefits the coachee more than the coach
• Formal mentoring period may be finite, but the • Often has a time-bound relationship defined to
relationship may continue meet specific goals

1.4 Cornerstones of Mentoring Relationships

Self-reflection
Some important traits of a mentor include empathy, curiosity, authenticity and the ability to connect
and impart trust. Research shows that these are more important than the professional skills a mentor
may have. Reflect on which of these traits will be important to you in a mentoring relationship.

Building Trust
Trust is a cornerstone of effective mentoring relationships. Most people would agree that it is
impossible to have authentic and meaningful conversations with someone you do not trust.
The nature of a formal mentoring programme requires trust to be built faster than we are
probably used to in “real life.” If you only have a mentor for four months, you need to be able
to trust them quickly in order to accomplish your goals. Everyone has a different trust profile.
There are some of us who trust people quickly and others who withhold trust until the other
person has truly proven worthy. It is helpful to think about where you fit on that continuum and
how this will affect the relationship.
There are actions that erode trust in a mentoring relationship. These may include:

• Cancelling meetings for more important priorities • Lack of preparedness

• Lack of follow-through on planned actions • Breaches of confidentiality
• Impatient or unfocused listening

Confidentiality
Personal and professional information divulged during a mentoring relationship may be confidential.
It is expected that both parties not disclose such information to anyone else unless both mentor and
mentee agree otherwise.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 5

 Mentee Handbook

2 Getting Started
Some mentees may just know what they want to ask their mentors from the first meeting onward. Some
may prefer a more freestyle format to meetings without much planning. Other mentees may be keener
on more structure. Or they may be unsure how to approach the meetings and what to ask.

There is no right mentoring formula. All of these approaches and preferences are okay! Aim to simply
get to one another at first and communicate expectations and preferences. Together you will figure out
what works best for both of you.

Generally, however, we recommend that mentees consider the following key phases and related steps
as they can help maximize learning and fulfilment.

Phase 1: Establish expectations and build trust (pre-work & sessions 1-2)

• Identify your expectations for the mentoring relationship

• Hold introductory meeting
• Before your first meeting, do some research on your mentor – check out their digital footprint –
are they on LinkedIn, Twitter? Do they have a blog?
• Clarify roles and responsibilities
• Share your expectations and goals with the mentor

Phase 2: Create an Action Plan (sessions 2-3)

• Discuss your strengths and identify short- and long-term development needs.
• Complete the Mentoring Agreement (includes goal setting and an Action Plan)
• Discuss which topics and exercises can help you reach your goals

Phase 3: Meet consistently and revise the Action Plan (session 3 onward)

• At each meeting review progress on actions items

• Discuss items of interest, current challenges and recent successes
• Use the suggested practical exercises from session agendas in platform

Phase 4: Reflect on your experience and determine next steps (last session)

• Acknowledge your relationship and what you accomplished together

• Discuss next steps: challenges ahead and new goals
• Provide feedback on the Together mentoring programme

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 6

 Mentee Handbook

2.1 Phase 1 – Establish Expectations

The start of a mentoring relationship is an important time for both parties. As a mentee, it’s important that you
think about your expectations and goals. You can start by asking yourself the following questions:

• What do I want from this relationship?

• Do I want to learn more about a different duty station?
• Do I expect to develop my managing skills?
• Do I feel stuck at my level and want to learn some tips on how to move up?
• Do I feel lost and need some perspectives on career development paths?

Like in every other relationship, communication is key. Once you’ve identified your expectations and
goals, share them with your mentor.

In the beginning, spend time getting to know one other. Share your preferred names, current positions,
job histories, why you decided to participate and your hobbies, if you like. You might use some of the
following questions to help drive conversations:

Questions for the First Meeting

• What is your motivation for signing up for the mentoring program?
• What have been some high points in your UN career? Some low points?
• What is interesting about life in your duty station?
• What is your next big challenge?
• What do you hope to accomplish in the next 6 months, 1 year, 3 years and 5 years?
• What has been useful for you in terms of career development activities?
• Ask about personal interests that intrigued you.
• Discuss things about the mentor’s profile that interested you.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 7

 Mentee Handbook

Some key traits or habits of a successfully mentee include the following:

• Be willing to discuss failures and successes
• Identify professional development goals, priorities and career interests
• Listen actively
• Demonstrate a genuine interest in being helped by mentor
• Exhibit a desire to improve in a certain area or learn a new skill
• Provide honest feedback to the mentor
• Seek ways to achieve goals and contribute ideas toward solving problems
• Demonstrate application of learning obtained through the relationship
• Try to be an active participant in furthering the development of your mentor

Also discuss some ground rules for the relationship, like how often you will meet. In the Together
mentoring pilot, participants may define this.We suggest twice-monthly but this is not required. Meeting
lengths are flexible.

Mentees are responsible for scheduling and leading each session but we recommend that in the
beginning you decide on a time that usually works for both. Having sessions booked in advance in your
calendar will help you prioritize them.

Below are some tips for mentees on how to handle meetings and the time they require. The Together
platform can help you stay organized with your sessions. Consider scheduling all future sessions and adding
them to your/mentor’s work calendar.

Time Commitment Obligations

• Mentees should be accountable for scheduling meetings with mentors
• Be respectful of mentor’s time and schedule
• Commit the requisite time and energy
• Do the necessary pre-work for mentoring conversations
• Follow up on action items identified during conversations
• Informally communicate on a regular basis with mentor

Mentoring programmes can contribute to the civility and “good citizenship” in an organization.
In other words, in places where mentoring programmes are successful, staff tend to treat each other
well, staff engagement is high, and staff focus more on their development goals. We hope the Together
pilot (and future programmes) will have the same effect in the United Nations.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 8

 Mentee Handbook

Please help us reach this goal by following these mentoring citizenship tips.

Mentoring Citizenship Tips

• Attend mentoring-related meetings and events
• Maintain privacy/confidentiality of conversations with mentors
• Provide input to assess and improve the Together mentoring programme
• Take advantage of other UN learning resources
• Track your development and career progress

2.2 Phase 2 - Create an Action Plan

Once you know each other’s expectations for the programme you can work on an action plan for the
4-month mentoring period. To start, look for the Mentoring Agreement in the Together platform – see the
screenshot below. You can access it once you are paired.

Talk to your mentor about which goals he/she feels he more capable of
ACTION PLAN
helping you tackle. Even if you are a perfect match and the opportunities
to learn from your mentor seem infinite, take the time to prioritize what
you want to discuss or work on. We encourage you to define 2-3 key
development objectives.

Afterwards, break down your long-term goals into shorter-term, tangible

ones. Assign specific actions to those and get started! You will see that the
platform will invite you to set some action items after each session.

Contact mentoring@un.org with questions about this template.

2.3 Phase 3 - Meet consistently and revise the action plan

As you and your mentor progress in your meetings, please review the action plan you set to achieve your
goals. Keep track of action items you have completed, and do not be afraid of adjusting them or creating
new ones

The topics you discuss and the exercises you tackle during mentoring sessions should be centred around
agreed goals. Of course, conversations tend to flow into other areas that can be equally useful and
interesting. As a mentee, try to remember that finding a balance between structure and flexibility can help
ensure fulfilling meetings for both parties.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 9

 Mentee Handbook

Exercises or activities during mentoring sessions can help you accelerate your learning and growth.
Take a look at the list below.

Ideas for Exercises and Activities

• Situation-based exercises: discuss with your mentor how to best address past or upcoming situations
you want help with.
• Role Play: do you have a tough conversation or presentation ahead? Take time to talk it through and
practice ahead of time.
• Shadowing: join your mentor for a day, an event or a meeting and learn from observation. This can
work in a virtual environment too!
• Networking: can your mentor introduce you to someone you can learn from?
• Peer Feedback: Make a commitment to get feedback from someone you work with. Use your mentor
as a sounding board to discuss the feedback you got and how to improve on it.
• Reverse it: remember to give opportunities for growth to your mentor. If you see there is a specific
situation or topic your mentor would appreciate your feedback on, save time to work on it.
• Attend a UN webinar or event on a topic that interests you both and discuss what you have learnt later.

For more detailed descriptions of some of these, please check the session agendas on the platform.

2.4 Phase 4 – Reflect on your experience and determine next steps

Your last session is approaching. Consider the following steps in this last phase.

1. Reflect
• Thank each other and acknowledge what your time together accomplished. What were the most
useful exercises? What were the biggest takeaways?

2. Going forward
• Determine if or how you want to stay in touch. If there’s more you can accomplish together, set up
more monthly sessions!
• Pay it forward: Maybe now is the time to join another mentoring programme and find someone else
to connect with.
• Share your success: As you make traction, update each other. Send an email when you have news to share.
• Spread the word: Did you find the experience rewarding and fulfilling? Invite other colleagues to
sign up for the next programme.

3. Feedback
• Respond to the survey from the Together pilot team. You can also share feedback with the project
team through mentoring@un.org. Your comments will help the programme grow.

Office of Human Resources (DMSPC) // hr.un.org/mentoring Page 10

A UN MENTORING PROGRAMME
More information: hr.un.org/mentoring

Questions, comments or feedback?

mentoring@un.org