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The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in italics in the Performance Criteria is explained here.

Mentoring	has a long-term focus on personal growth and learning includes a wide range of learning oriented to: exchange of wisdom support guidance in personal or career growth is a relationship, not just a procedure or activity is one person professionally assisting the professional development of another is a developmental effort to build skills and knowledge for advancement based on merit, rather than alliances/politically-based partnerships to advance careers based on politics rather than aptitude is provided by a mentor who: facilitates the growth of the person being mentored provides information, guidance and constructive comments evaluates the plans of the person being mentored, decisions, goals and objectives supports, encourages and, where necessary, highlights shortfalls in agreed performance maintains confidentiality in the relationship does NOT take over problems and try to solve them does NOT give advice, criticisms or solutions, but supports the person being mentored to make their own decisions is not the direct manager of the person being mentored

Mentoring agreement/contract may include	explicit expectations/purpose well-defined objectives issues (past, present, future) that may constrain achievement of the objectives clear statement of what the mentor will and will not do goals set by the organisation expected timeframe/time commitments meeting arrangements - face-to-face, distance, email

Cultural or other considerations may include	choosing a mentor with appropriate attributes depending on the purpose and objectives of the relationship age cultural background educational level ethnicity expertise family responsibilities gender interests interpersonal approach language learning/thinking styles life experience marital status personality physical ability political orientation religious belief sexual orientation socio-economic background work experience working styles

Ground rules may include	relationship is voluntary mentoring partners should not be in the same chain of command supervisors of both mentoring partners must approve, where mentoring arrangement is internal mentor's guidance and counsel does not supersede that of the supervisor in work-related matters training for mentoring partners a mentoring agreement active involvement of both partners in the mentoring process internal or external mentoring arrangements 'no-fault divorce' provision where either party can end the relationship any time for any reason, or no reason (Gordon F Shea, 1999, Making the most of being mentored)

Legislation, policy and procedures may include	State/Territory and Commonwealth legislation and regulations such as: public sector management acts privacy legislation equal employment opportunity, anti-discrimination and harassment legislation occupational health and safety legislation ethics and accountability standards public sector standards organisational policy, procedures and protocols

Techniques for resolving differences may include	finding a mutually beneficial solution self-disclosure inviting discussion providing explanations not taking it personally when information provided is rejected not laying blame using 'I' messages accessing assistance withdrawing from the mentoring arrangement

Benefits may include	empowerment opportunity to acquire competencies and professional experience insights into the organisational culture, attitudes, protocols and expected behaviours increased potential for career mobility and promotion a supportive environment in which successes and failures can be evaluated networking opportunities development of professional abilities and self-confidence recognition and job satisfaction mutual respect

Personal benefits to the mentor may include	renewed enthusiasm for their role if they are an experienced employee challenging discussions with people who may have fresh perspectives satisfaction from contributing to another's development opportunities to reflect upon and articulate the role of mentor improved ability to share experiences and knowledge opportunities to test new ideas broader picture/strategic overview

Benefits to the organisation may include	increased productivity new competencies in the person being mentored staff motivation more committed, involved and responsible personnel at all levels personal and trusting developmental relationships knowledge sharing increased people focus safeguard investment in high potential people

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PSPGOV414A - Provide workplace mentoring

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Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement