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Structuring Meaningful Mentoring

机译：构建有意义的指导

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Within the mining industry there is a growing trend of placing inexperienced technical people into positions of responsibility beyond their readiness. Their responsibilities often include providing the fundamental basis for decision-making: the resource model or even the daily grade control estimates. Whilst software continues to make the processes more accessible, the thinking and rationale for selecting parameters still requires control rather than auto-piloting. Operators run these systems in virtual isolation, and have limited immediate access to experts. Beyond the stress of the professional burden are the increased risks to the mining operations and overall project success. While many experienced experts recall being thrown in the deep end, the relative isolation from experts coupled with the gravity of professional burden before readiness, is less familiar. Many recall in intimate detail the experts who gave them direction, assisted them along the way and even helped them claw out of inadvertent mistakes. Experienced professionals all have a responsibility to enable capability across the generations, to ease the burden and to mitigate the risks. This paper provides an outline of how mentoring as an on-the-job professional development process can be structured to more fully enable success of a mentoring program. Three examples complement the principles presented.
机译：在采矿业中，越来越多的趋势是将经验不足的技术人员置于他们随时准备之外的责任岗位。他们的职责通常包括提供决策的基础：资源模型，甚至是日常等级控制估计。尽管软件继续使过程更易于访问，但是选择参数的思想和原理仍然需要控制而不是自动驾驶。操作员以虚拟隔离的方式运行这些系统，并且对专家的即时访问受到限制。除了专业负担之外，采矿作业和整体项目成功的风险也越来越大。尽管许多经验丰富的专家回想起被深深吸引，但与专家的相对隔离以及准备就绪之前的专业负担却不那么熟悉。许多人仔细地回想起了为他们提供指导的专家，他们一路为他们提供帮助，甚至帮助他们摆脱了无意的错误。经验丰富的专业人员都有责任增强几代人的能力，减轻负担并减轻风险。本文概述了如何将导师作为在职专业发展过程的结构，以更充分地促进导师计划的成功。三个示例补充了所提出的原理。

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  • 会议地点 Melbourne(AU)
  • 作者

    J Coombes;

  • 作者单位

    Coombes Capability, MAIG, PO Box 1708, Subiaco WA 6904;

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  • 原文格式 PDF
  • 正文语种 eng
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