Mentoring and Coaching Experience from China Nuclear Industry Focusing on Technical Support. Annex VII

In order to help new staff, adapt to their jobs as soon as possible and improve their business level, many nuclear power enterprises in China assign experienced senior staff to guide and help new staff. This initiative is called ''new staff mentoring''. Enterprises need to develop corresponding safeguard mechanisms to make the new staff mentoring orderly and benign, including determination of the mentor selection criteria, signing of the mentoring agreement, summarizing, and assessing the mentoring process. The new staff mentoring programme has its significance and value. Mentors can revise and improve their knowledge and experience to promote impact and regeneration of knowledge and are encouraged to continuously gain new knowledge to promote their own learning and improvement. New staff can adapt quickly to the new working environment, improve their professional skills, and use less time to learn and master the knowledge and experience accumulated by the mentors for many years. Enterprises can give full play to the capabilities and potential of each person, promote the inheritance of knowledge within the organization, form a corporate culture that is willing to share and disseminate knowledge, and improve the efficiency of knowledge transformation. In addition, the new staff mentoring programme is also an effective way for enterprises to train talents and build talent teams.