Mentoring programme Clause Samples

The 'Mentoring programme' clause establishes the framework and expectations for a formal mentoring relationship within an organization or agreement. It typically outlines the roles and responsibilities of both mentors and mentees, the duration and frequency of mentoring sessions, and any reporting or evaluation requirements. For example, it may specify that mentors provide guidance on professional development or that progress meetings occur monthly. The core function of this clause is to ensure that both parties understand their commitments and that the mentoring process is structured, effective, and aligned with organizational goals.
Mentoring programme. Designing the mentoring programme addressed to researchers with a non permanent position (not tenured), starting from the results of task 6.1 and 6.
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Mentoring programme. The parties to the collective agreement agree that retaining apprentices is a highly prioritised focus area. It is therefore agreed that a local agreement may be made for a journey- man to act as a mentor for the company's apprentices. In connection with the conclusion of the agreement, the freedoms asso- ciated with the journeyman's role as a mentor are agreed upon. The journeyman is compensated in terms of pay for the agreed working hours spent. An agreement is also made on any compensation for costs associated with the task.
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Mentoring programme. ‌ On basis of the quantitative and qualitative data collected and analysed over the first 18 months of the project (tasks 6.1, 6.2 6.3 and 4.3), each GARCIA beneficiary has developed a self-tailored mentoring action target to early stages researchers. The self-tailored mentoring actions implemented in each GARCIA beneficiary department and/or institutions are briefly summarized below. Involved actors: PhD students and postdocs at UNITN, the InterAction lab team (http://interaction.disi.unitn.it/) of the DISI, several internal stakeholders such as: the Rector office, the Equality & Diversity division, the administrative directors of doctoral schools, the ICT team of UNITN, the Communication office, the Web-team, the Legal office and the Technology transfer office, teaching staff - in order to guarantee visibility of the new website in the UNITN community as well as its maintenance and upgrade after the end of the GARCIA project. This collaboration was crucial in the identification and validation of the main contents included in the website, and for the development of the new page dedicated to the “Right & Duties” of the postdoc research fellows. Moreover, the collaboration with internal stakeholders allowed to obtain a direct link to the new website from the homepage of the UNITN website has been one of the main formal tasks we achieved. More precisely, the university agreed to add between the profile of “student” and “professor”, the profiles “PhD students and Research fellows”, who – before the GARCIA project – were not included in the UNITN institutional website. Implementation process: The website has been developed in collaboration with the InterAction lab team (http://interaction.disi.unitn.it/) of the DISI, a research team with experience and expertise in interactional and participatory design processes. The contents, therefore, have been identified and selected through a participatory design approach, in order to engage the final users, our target: postdoctoral research fellows and PhD students. As first step, we carried out a desk analysis of: a) the available online mentoring activities and services in the Italian Universities and in the most important universities around the world; b) the information regarding PhD students and postdoctoral research fellows available on the UNITN website (www.unitn.it) and the connected webpages in order to define the contents already available related to these categories. Then we worked on the identification of t...
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Mentoring programme. Rationale: Our efforts of creating better research environments from the early stages of the career to retain women requires consolidation through mentoring programmes.
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Mentoring programme. Rationale: Lack of institutional support is a factor contributing to the phenomenon of the leaky pipeline. Mentoring programmes is one way of responding to that. Long term impact: A mentoring programme that can be extended to other units at HI. Task 7.1 Mapping of formal criteria / actual practices
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Related to Mentoring programme

  • Monitoring System In each case in which the Custodian has exercised delegated authority to place Assets with a Foreign Custodian, the Custodian shall establish a system, to re-assess or re-evaluate selected Foreign Custodians, at least annually in accordance with Rule 17f-5(c)(3).

  • Quality Management System Supplier hereby undertakes, warrants and confirms, and will ensue same for its subcontractors, to remain certified in accordance with ISO 9001 standard or equivalent. At any time during the term of this Agreement, the Supplier shall, if so instructed by ISR, provide evidence of such certifications. In any event, Supplier must notify ISR, in writing, in the event said certification is suspended and/or canceled and/or not continued.

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

  • Computer Equipment Recycling Program If this Contract is for the purchase or lease of computer equipment, then Contractor certifies that it is in compliance with Subchapter Y, Chapter 361 of the Texas Health and Safety Code related to the Computer Equipment Recycling Program and the Texas Commission on Environmental Quality rules in 30 TAC Chapter 328.

  • Management System After Buyer approval the Security Management Plan and Information Security Management System will apply during the Term of this Call-Off Contract. Both plans will comply with the Buyer’s security policy and protect all aspects and processes associated with the delivery of the Services.