Smithwick, J., & Hurtado, K. C., & Thurston, A., & Sullivan, K. T. (2015, June), Mentorship: Sustaining Knowledge in the Facilities Management Profession  Paper presented at 2015 ASEE Annual Conference & Exposition, Seattle, Washington. 10.18260/p.24485

\bibitem{asee_peer_24485}
  Smithwick, J., \& Hurtado, K. C., \& Thurston, A., \& Sullivan, K. T. (2015, June), \emph{Mentorship: Sustaining Knowledge in the Facilities Management Profession}
  Paper presented at 2015 ASEE Annual Conference \& Exposition, Seattle, Washington.
  10.18260/p.24485

Jake Smithwick, Kristen Caroline Hurtado, Anna Thurston, and Kenneth Timothy Sullivan.  "Mentorship: Sustaining Knowledge in the Facilities Management Profession".  2015 ASEE Annual Conference & Exposition, Seattle, Washington, 2015, June.  ASEE Conferences, 2015.  https://peer.asee.org/24485 Internet.  16 Dec, 2024

\bibitem{asee_peer_24485}
  Jake Smithwick, Kristen Caroline Hurtado, Anna Thurston, and Kenneth Timothy Sullivan.
  "Mentorship: Sustaining Knowledge in the Facilities Management Profession".
  \emph{2015 ASEE Annual Conference \& Exposition, Seattle, Washington, 2015, June}.
  ASEE Conferences, 2015.
  https://peer.asee.org/24485 Internet.  16 Dec, 2024

@INPROCEEDINGS{asee_peer_24485
author = "Jake Smithwick, Kristen Caroline Hurtado, Anna Thurston, and Kenneth Timothy Sullivan"
title = "Mentorship: Sustaining Knowledge in the Facilities Management Profession"
booktitle = "2015 ASEE Annual Conference \& Exposition"
year = "2015"
month = "June"
address = "Seattle, Washington"
publisher = "ASEE Conferences"
note = {https://peer.asee.org/24485}
number = {10.18260/p.24485}
}

TY  - CPAPER
AB  -                        Mentorship: Sustaining Knowledge in the                          Facilities Management ProfessionAbstract         Mentorship has been shown to enhance career progression and learning of all partiesinvolved. Mentorship can take place between individuals with different organizational positions(i.e., an executive and the new junior salesperson), or even different levels of experience (a newhire with 20 years of experience at another job and the new hire straight out of college).Mentorship is a powerful tool due to its reciprocal nature: both parties gain mutual benefitthrough participation in the transaction. The mentee learns more about their profession orindustry, while the mentor may gain new perspectives on their field, or perhaps a different wayof explaining a certain nuance of the job. Mentoring relationships also have the effect of helpingthe junior person to the industry gain an identity and the proper socialization within anorganizational context.         From these simple constructs, the reader may deduce that mentorship has positiveancillary benefits for an entire industry. One field that would highly benefit from increased useof mentoring educational experiences is building engineering (i.e., facilities management). A2010 survey of 169 facility managers found the profession of facility management (FM) does nothave a well-defined career path from entrance to retirement. Currently, there are 27 accreditedFM degree programs throughout the world. 64 percent of the survey’s respondents reported thatthey do not have a succession plan in place. The survey respondents also identified that 49percent were planning to retire in 10 years (73 percent retiring in 15 years). The lack of formaleducation programs, no long term succession planning, and an impending massive retirement ofFM professionals necessitates an immediate response that provides new entrants with some ofthe institutional and technical knowledge of the soon-to-be-retired FM professionals. Theauthors propose that student-industry mentorship helps address these problems.         Over the past 18 months, the authors collaboratively developed a mentorship programbetween a local International Facility Management Association (IFMA) student chapter, theirsponsoring professional chapter, and the local university. Students and mentors are alignedbased on their mutual interests and expertise, and participate in a wide array of activities:coaching, job shadowing, resolving challenges, and project meetings. Data was collected onthree different aspects of the program: (1) survey of the local FM industry to gage their supportof a mentorship program, (2) pre- and post-surveys of program participants and their perceptionsof the FM industry, and (3) post-mentorship impacts (employment, another mentorship, degreechoice, etc.). In the pilot year of the program, the results showed positive local industry support,positive perceptions of the participants, and half of the student participants received paid full-time employment upon graduation. Further, the pilot year resulted in lessons learned and newstructural elements that were implemented in the second year of the program. This study willalso specifically focus on changes in student perceptions of the FM and built environmentindustry, and the students’ propensity to continue work in the field due to their mentorshipprogram participation.
AU  - Jake Smithwick
AU  - Kristen Caroline Hurtado
AU  - Anna Thurston
AU  - Kenneth Timothy Sullivan
CY  - Seattle, Washington
DA  - 2015/06/14
PB  - ASEE Conferences
TI  - Mentorship: Sustaining Knowledge in the Facilities Management Profession
UR  - https://peer.asee.org/24485
DO  - 10.18260/p.24485
ER  -