Why and How Mentoring Works
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1st International Mentoring Conference Asia and the Pacific
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Why and How Mentoring Works
- 1. Ann Rolfe www.mentoring-works.com Why and How Mentoring Works in Academic, Business and Community Settings
- 2. Why and How Mentoring Works Why is Mentoring Popular? Causes of Failure Keys to Success Tips, Tools ? Does it Always Work?
- 4. University of Western Australia University of Wollongong Victoria University University of Newcastle Macquarie University Mount Royal University Academic
- 5. Safe Business Is Good Business! Women in Business Graduate Career & Leadership Business Electricity Company Skills Shortages
- 6. Community Australian Indigenous People Paralympians - Injured People Apprentices
- 7. Impact & Outcomes Equip and Support Participants Return on Investment (ROI) Intent Design
- 9. Why and How Mentoring Works Why is Mentoring Popular? Does it Always Work?
- 10. Benefits of Mentoring Image: Stencil Cost-effective Attracts & retains people Builds skills - both mentor & mentee Mentors like to “give back” Develops culture
- 11. Good Will Good Skill Good Management
- 13. Seven Fatal Flaws 1. Unclear Strategic Value 2. Insufficient Lead Time and Planning 3. Under Resourcing 4. Inadequate Support 5. Not Enough Training 6. Lack of Structure and Follow-up 7. Ineffective Monitoring, Feedback and EvaluationSeven Fatal Flaws of Mentoring Programs and How To Avoid Them Ann Rolfe, Mentoring Works
- 14. 1. Build the business case for mentoring 7 Steps to Success Unclear Strategic Value
- 15. Focus Evaluation Strategic Benefits of Developing a Business Case
- 16. You need a business case that will … Demonstrate the viability of your mentoring strategy Justify the use of resources or funding Gain buy-in from management and stakeholders
- 17. Why Mentoring
- 19. Aims of Mentoring Programs in Organisations Employee Engagement Attract, retain and develop people Increase productivity Knowledge Management Prevent loss of tacit and implicit information Readiness for future disruption and change Inproved Capability People development Self-Directed learning and performance Succession Planning Pipeline of leadership talent Identification, motivation and retention of high potentials Diversity and Equity Meet equity requirements, goals and outcomes Improved organisational performance
- 22. Specify Objectives Aims Organisational Needs Strategic Value Focus Target Group Purpose Objectives Outcomes Measures
- 23. What goes in your business case? Executive Summary Needs Rationale Outcomes Scope and Boundaries Implementation Benefits Costs Next Steps Appendixes
- 24. Specific aims and objectives? Strategic links? Documented business case?
- 25. 2. Planning and preparation 7 Steps to Success Insufficient Lead Time and Planning
- 27. Needs Analysis Case Study Purpose Attract Retain Develop Graduates Why do people leave? Why do people stay? Participant Needs Goals & values alignment Exciting work Great managers & leadership Development opportunities Advancement Work-life balance Money Environment/ culture Peer relationships Recognition & appreciation Leading-edge tech Best practice Organisation’s image/brand How could mentoring address these issues? Mentor Roles Career, personal, professional development Role model Sounding board Networking link Wise counsel Purpose Nurture talent Personal attention Open communication Supply information Direct to resources Give feedback What knowledge, skills and attitudes will mentors need to be effective What will graduates need to make the most of mentoring? What are the gaps between current and desired ability? What training and education will we provide? What delivery methods will we use? How will we maintain engagement for the duration? What resources do we need? - budget -people How will we communicate the program? How will we coordinate the program?
- 29. 4-6 weeks 3-6 months 6-12 months
- 31. 3. Allocate adequate resources - time, money, people 7 Steps to Success Under-resourcing
- 32. Enough time, budget, people?
- 33. 4. Market Mentoring 7 Steps to Success Inadequate Support
- 34. Support Mentoring is a result of teamwork! Top Down Mid- management & supervisors Participants
- 36. Our program has support from •Senior Executives •Mid and Front-line Managers •Potential Participants
- 38. 5. Equip participants for success 7 Steps to Success Lack of Training
- 39. Basic Content Mentors • The Mentoring Concept and Process • Mentoring Styles and Strategies • Experience A Mentoring Conversation Mentees • How Mentoring Works • Getting What You Want From Mentoring • Goals for Mentoring Pairs • Roles and Responsibilities • Avoiding Pitfalls • Negotiating Expectations • 1st Meeting • Goals and Agreements
- 40. •Mentors •Mentees •Mentors and mentees •Mentors and mentees and managers We provide information sessions or training for:
- 41. 6. Provide structure and follow-up 7 Steps to Success Lack of Structure
- 42. Individual follow-up, face-to- face or web-based Books or ebooks Online Community On-line tutorials or videos Webinars Newsletter or Mentoring Tips Living Library Shadowing Journaling Group follow-up sessions Lunch n’ Learn Workshops: refresher, updates related topics, or advanced skills Networking Forums for Q&A Mentor Master Classes Mid-point Review Final Event Program Support
- 43. •Structured follow-up program •Some follow-up •Not much after they start We provide:
- 44. 7. Monitor and evaluate mentoring 7 Steps to Success Ineffective Monitoring
- 45. Program Support – training, materials, resources and support activities Processes – recruitment, selection, matching and communication Mentoring – relationships maintained, quality Outcomes – mentees, mentors, organisation
- 46. To what extent do you agree that this program enabled mentees to: Outcomes Strongly Disagree Disagree Not Sure Agree Strongly Agree Reflect on career aspirations? Take ownership of career development Set career- related goals Achieve career- related goals Questionnaire
- 47. Success Indicator Data Sources Method Participant objectives achieved? Participants Survey at end of program Number of downloads from website? Google Analystics Check at critical points Partnerships maintained for the duration? Participants Co-ordinator to contact and ask Retention of target group? HR data Pre/post measures Participation in activities? Webinar report Attendance list Compare various topics/medium Evaluation Matrix
- 48. •Identified success indicators and measures •Coordnator monitoring and follow-up •A mid-point and final review •Post program or other forms of evaluation To evaluate we have:
- 49. 7. Monitor and evaluate mentoring 7 Keys to Success 6. Provide structure and follow-up 3. Allocate adequate resources - time, money, people 1. Build the business case for mentoring 2. Plan and allow enough lead-time to prepare for mentoring 4. Plan 2-way communication to promote the strategic and personal value to ALL stakeholders 5. Prepare participants - educate and inform mentors, mentorees and their managers
- 51. A mentoring culture must be nurtured if it is to survive and thrive
- 53. Action Steps What will you do?
Notas del editor
- Help us design a mentoring program that: 1. Meets your needs and delivers valuable outcomes 2. Is well communicated and supported at all levels 3. Engages people with realistic expectations and commitment to their development 4. Helps people relate their personal development to the overall goals of the Performance and System Design Branch.
- For the last 20 years I’ve assisted organisations to set up mentoring, including an award-winning programs with Juvenile Justice and FACS. Here are some examples. Mentoring has become a bit of a buzzword and it’s important that if we do it, we do it right.
- For the last 20 years I’ve assisted organisations to set up mentoring, including an award-winning programs with Juvenile Justice and FACS. Here are some examples. Mentoring has become a bit of a buzzword and it’s important that if we do it, we do it right.
- Help us design a mentoring program that: 1. Meets your needs and delivers valuable outcomes 2. Is well communicated and supported at all levels 3. Engages people with realistic expectations and commitment to their development 4. Helps people relate their personal development to the overall goals of the Performance and System Design Branch.
- Benefits of Mentoring: Who has been mentored before (formally or informally)? Who’s been a mentor to someone else? Justice Mentoring Benefits Which of the benefits listed did you experience? Have them highlight on HO Are there other benefits you experienced or would want as a mentor/mentoree in the JSPD program? How do you think a mentoring program will benefit JSPD? Have them brainstorm and list on flips Top 3 from each syndicate Let’s look at how what you’ve come up with fits with the input so far.
- What To Evaluate The evaluation will examine the following aspects of your mentoring program: Processes Recruitment Selection Matching Communication Mentoring Relationships maintained Quality Participant Support Training Materials and resources Other support activities Outcomes Mentorees Mentors Organisational Sources from which the data can be elicited include the participants who may be surveyed or interviewed and various records that can be accessed.
- Because mentoring is seen as natural and organic less attention may be paid to it. Yet, organizational culture is dynamic and cannot be taken for granted. Turnover, particularly at the top, economic challenges and changing priorities will influence the organizational environment. A mentoring culture must be nurtured if it is to survive and thrive.
- Activity: Learned something new? Reinforced? Apply?