PINs Workshop: Taking your mentoring to the next level (Jan 24)

PINs Workshop: Taking your
mentoring to the next level
January 24, 2015
Thorncliffe Neighborhood Office

PINs: Goals and objectives
Goal: To collaborate with professional immigrant
associations to increase their capacity to connect
their skilled immigrant members to employment.
We do this by:
• Raise awareness of the associations to skilled
immigrants and to employers
• Foster collaboration between the
associations and key partners – employers,
professional associations, service providers,
government, and other relevant stakeholders.
• Develop leaders of professional immigrant
associations by providing learning opportunities
and refer them as experts on immigrant
employment at consultations and in the media.

The impact of PINs
Before PINs: scattered immigrant
associations and groups
With PINs: new connections and
collaboration, with a coordinated approach
to capacity building and stakeholder
engagement
22
• 54 associations represented by 259 PINs leaders serving over 30,000
members
• 70 partners representing community organizations, employment agencies,
employers and other stakeholders interested in supporting the work of our
PINs associations

Who’s in the room?
PIN Associations
• Association of Filipino Canadian
Accountants
• Association of Professionals in
Thorncliffe (APT)
• Association of Romanian
Engineers in Canada (AREC)
• Career Networking Club
• Council of Filipino Canadian
Professionals of Ontario (CFCPO)
• Hispanotech Canada
• Join The Leaders (JTL)
• MANYATTA
• M-Bridge Society and Culture
Integration
• Nepalese Canadian Community
Services (NCCS)
• New Canadian’s Media
Professionals (NCMP)
• PINS@YorkU
PIN Partners
• Thorncliffe Neighbourhood
Office (TNO)

Workshop Objectives
1. The building blocks and process to start up a
mentoring program.
2. The various models of mentoring.
3. Best practices and lessons learned from different
mentoring programs.
4. How mentoring can be helpful in connecting your
members to employment?

Agenda
9:00 am Registration & networking
9:20 am Welcome remarks
9:30 am Mentoring basics
 The Mentoring Partnership
 Building blocks for a successful program
 Lessons learned
12:00 pm Lunch break and networking
1:00 pm Mentoring best practices
 Different mentoring models (one-on-one vs. group
mentoring)
 Lessons learned
 Tools and resources to help your mentoring program
2:00 pm Roundtable discussions and best practice sharing
3:00 pm Roundtable discussion debrief
3:15 pm Announcements and final remarks
3:30 pm Close

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and tweet about today!
@TRIEC

Welcome to our venue host:
Hafiz Khan
Thorncliffe Neighborhood Office (TNO)

Welcome to our facilitator:
Monica Anne Brennan
Senior Manager, The Mentoring
Partnership, TRIEC

Introduction to
The Mentoring Partnership
Presentation to:
PINS Workshop
January 2015

Agenda
1. Welcome and Introductions
2. The Mentoring Partnership - Background
3. Mentoring Building Blocks
4. Lessons Learned
5. Q&A

Introductions
1. Name
2. Organisation
3. What is your experience with mentoring (…have you
ever had a Mentor? Been a mentee? Coordinate a
program? Etc.)

What is mentoring?
• A goal
• A guide
• A journey
Mentee and mentor grow together
14

The Mentoring Partnership uses a simple,
but powerful idea:
To help job-ready skilled immigrants build their
professional networks in Canada and better leverage
their experience and skills in the local labour market.

The Mentoring Partnership
Launched by TRIEC in November 2004.
Skilled
Newcomer
Professionals
Canadian
Professionals
Mentors Mentees
Occupation-specific
mentoring relationships
Reconnect Mentee
with their career

• 10,000 + mentoring matches to date over 1,250 / year
• 6,500 + mentors have joined and over 700 /year
• 25+ active employer partners
• 14 active service delivery partners
• 70% mentees are employed in their field at 6 months
• 97% of mentors were satisfied with their mentoring experience.
Program Milestones

TMP Video
Mentoring Made a Difference…
http://www.thementoringpartnership.com/newsevents/video-gallery/

Mentoring is a simple idea
that helps immigrants:
20
• Build their professional networks
• Improve their job search strategies
• Enhance their understanding of how their
profession is practiced in Canada
• Familiarize them with Canadian workplace culture

Mentee’s goal: Reconnect with their career
What is success?
Workplace Culture and understanding Canadian context of the
occupation
Information sharing on occupation and industry
Networking and developing professional connections
21

• Occupation specific partnerships help to
reconnect skilled immigrant mentees to their
career;
• Partnership is 24 hours over four months
(1.5 hours/week);
• Decide on focus, pace, meeting locations and
times;
• Meet face-to-face, online or via telephone
• Identify goals and draft action plan together;
• A mentee only gets one mentoring opportunity
• Each Mentor-Mentee pair is supported by a
dedicated mentoring coach, training and
resources to manage an effective relationship;
• Partnerships focus on WIN areas.
How Does it Work?
22

Mentor Profile
• Willing to commit 24 hours over
4 months to mentor
• An established Canadian
professional with a minimum of
3 years work experience
• Knowledge about the profession
and industry e.g. labor market
demands, industry trends and
required competencies and
skills
Typical Mentoring Activities
• Mock interviews
• Cover letter and resume reviews
• Connect to informational
interviews
• Attend industry or professional
events together
• Share soft skills knowledge

Mentee Profile
• Newcomer to Canada (less than
3 years) or in academic or
bridge program in their field;
• Internationally trained but lacks
Canadian work experience and
professional networks’
• Currently unemployed or
underemployed;
• Is otherwise job-ready.
Job-Ready
• Credentials assessed and
recognized
• High functionality in English
• Job-ready resume
• Minimum 3 years of
professional work experience
(mentees typically have 8-10
years of experience)
• Eligible to work in Canada

Mentee Suitability Criteria
Applicants must be skilled immigrants who are job-ready with current skills
and experience. They must also meet the following criteria:
• Legally entitled to work in Canada;
• Lived in Canada for less than three years and have limited or no Canadian
work experience in their profession OR has re-engaged with their profession
through academic training or bridging program within the past 2 years;
• Currently unemployed or underemployed i.e. not working in their field of
expertise;
• Have English language skills to perform effectively in the workplace in their field
(i.e. average CLB 7-8+);
• Have professional qualifications: a Bachelor’s Degree or equivalent post-
secondary education and at least 3 years of international work experience in
their profession;
• Be actively seeking work in their field.

Mentoring Readiness Criteria
Mentoring is an intervention intended for job seekers who are job
ready. To be ready for mentoring, an applicant must have:
• Employment skills;
• Job search skills;
• Supports;
• Appropriate attitude.
Ensuring an accurate assessment is important to avoid frustration
and wasted efforts for the mentee, mentor, and mentoring coach.

Composition of Mentee Pool
28
Finance, Accounting, Banking & Insurance 29%
Business & Administrative 18%
IT – Software, Analysts, Web Development 14%
Business Development, Retail, Sales, Marketing & PR 11%
Engineering & Technical 9 %
Education 3%
Policy/Program Officers/Public Administration/Research 3%
Health 3%
Legal & Protective Services 3%
Other - Trades, Transport and Equipment Operators and Related Occupations,
Processing, Manufacturing and Utilities; Architects/Urban Planners/Surveyors
Art/Culture/Recreation/Sports 3%
Physical & Life Sciences 2%
Social Work & Community Services 2%

Snapshot : Jan 5th 2015
Occupations of mentors/mentees waiting
Mentors (+5 waiting)
(Mentees Needed)
#
Waiting
Mentees (+ 5 waiting)
(Mentors Needed)
#
Waiting
[A303] Other Business Services Managers 36 [C021] Biologists & Related Scientists 13
[B022] Professional Occupations in Business
Service to Management
25 [C033] Electrical & Electronics Engineers 8
[E012] Lawyers & Quebec Notaries 20 [C012] Chemists 8
[C071] Information Systems and Computer
Analysts and Consultants
17 [C051] Architects 8
[A111] Financial Managers 16 [D313] Other Assisting Occupations in Support of
Health Services
7
[A131] Sales, Marketing and Advertising Managers 16 [A373] Transportation Managers 6
[A302] Banking, Credit and Other Investment
Managers
14 [E111] University Professors 6
[A122] Computer and Information Systems
Managers
12 [B531] Accounting and Related Clerks 5
[B021] Specialists in Human Resources 12 [C141] Electrical and Electronics Engineering
Technologists and Technicians
5
[B012] Financial and Investment Analysts 9 [E031] Natural & Applied Science Policy
Researchers, Consultants & Program Officers
5
[E213] Employment Counselors 8
[A114] Other Administrative Services Managers 7
[E212] Community & Social Service Workers 7
[E022] Social Workers 5
[F024] Professional Occupations in Public 5

Behind the numbers:
• 1489 mentees reported to have
obtained employment this year
• Many mentees were hired by our
employer partners
Mentoring: Impact
*Reports Nov 1, 2013 – October 31, 2014
Outcomes 2014 At 12 months
After Mentoring
Employed in their occupation or related field 76%+

Key Findings
• Unemployment decreased from 73% to 19% Nationally, 7% Toronto.
• Average full-time earnings increased from $36,905 to $59,944
• The percentage of those working in their field increased from 27% to
71%.
Additional benefits:
• Successful mentees find employment faster than the average newcomer.
Most mentees find work in their field.
• Starting salaries (and future salary trajectory) are likely higher than
those working outside their field of expertise and experience.
• Most mentees find permanent work. They likely receive employee
benefits, increasing their effective earnings.
ALLIES National Survey
Copyright @2012 Accenture. All rights reserved.
32

Benefits of mentoring:
a mentees’ perspective
33
http://www.thementoringpartnership.com/video-gallery/erich-shih-mentee/

Mentees indicated improvement in their knowledge/skills
• 93% better understand the Canadian work environment.
• 91% are better prepared for employment in their profession.
• 90% have a better understanding of the interviewing and recruitment process
used by companies in their field.
• 90% feel their resume better reflects skills and qualifications
• 89% can talk better about their skills and qualifications with confidence.
• 86% better able to network effectively
Survey Results: Mentees
Mentees indicated improvement in their knowledge/skills that would
lead to:
• Improved employment outcomes
• Increased integration into the Canadian workforce
34Surveys of Mentees who complete partnerships
from Nov. 1 2013- Oct. 31 2014

Survey Results: Mentors
Mentors indicated their experience would lead to:
• Increased hiring and retention of skilled immigrants in the workforce
• Increased leadership and coaching skills development
Mentors indicated improvement in their knowledge/skills
• 97% better able to appreciate the talent and experience that skilled immigrants bring to
the workplace
• 96% can better assist immigrant professionals in adapting to the workplace
• 96% understanding the challenges and barriers that skilled immigrants face in the
labour market
• 95% increased understanding of some of the differences in workplace norms and
expectations among different cultures
• 94% better able to motivate, coach and develop people
89 % more likely to interview and/or hire IEPs
Surveys of Mentors who complete partnerships
from Nov. 1 2013- Oct. 31 2014
35

High Rate of Satisfaction 2014
• 94% of mentees were satisfied with their mentoring experience
• 98% of mentors were satisfied with their mentoring experience

• Orientation Session: An onsite information
session & Introduction for mentee and mentor:
–Roles and Program Information
–Sharing of mentor support resources and tools
–Interactive case discussions covering few mentoring
situations.
• Mentoring Coach: Support starts from Matching
and continues through the relationship until 12 months
after completion of the match.
Online Resources:
• Mentoring Handbook
http://thementoringpartnership.com/handbook
• New Mentoring Dashboard – An online platform
with resources, links, tips and tools to support you and your
mentor.
Mentoring Support
38

New dashboard – Launched March 2013

Since its launch 1300+ mentors
have participated in PD events:
• Networking
• Workshops
• Webinars
• On-line courses
Mentors can claim PD credits
from HRPA and CPA.
TMP Professional
Development Series for Mentors

PD Credit Recognition - CPA
PD Activity Hours that can be
Awarded
Mentors that complete the 24 hour mentoring partnership 5
Participation in Orientation session 1
Participation in a Mentor Networking Event 1
Webinar - Your Mentee and the Job Market – Making the
Connection
1
Workshop 1: Becoming the Mentor you Want to Be – Effective
Mentoring and Cross-cultural Competencies
2
Workshop 2: Solution-Focused Coaching Workshop 2
E-learning modules * to be developed 1 per hour

PD Credit Recognition - HRPA
PD Activity Points That Can Be Awarded
Mentors within a mentoring partnership 36 points based on a 24 hour
relationship.
Your Mentee and the Job Market – Making the
Connection Webinar
1.5 credits
Becoming the Mentor you Want to Be – Effective
Mentoring and Cross-cultural Competencies
Workshop
3 credits
Solution-Focused Coaching Workshop 3 credits
E-learning modules (to be developed) 1 hour = 1 credit

Program Structure
Mentors Mentees
Program
Coordination
44

Partner Roles
The Mentoring
Partnership
Service Delivery Partners
deliver the program by
matching mentors with skilled
immigrants and supporting the
mentoring relationship over
four months.
The Mentoring Partnership team at
TRIEC
manages the coordination of the
program and supports the efforts of
community and corporate partners
to develop effective mentoring
relationships.
Corporate Partners
promote the mentoring
opportunity internally to staff
and identify suitable, qualified
mentors.
Coaches Mentees Individual Mentors
are recruited by service
delivery partners.
Corporate Mentors
are recruited by corporate
partners

TRIEC’s Role – TMP Staff
The Mentoring Partnership operates as a program of TRIEC
The TMP team has primary responsibility for:
• recruiting employer partners and managing employer partner relationships;
• providing co-branded marketing material;
• coordinating and delivering information and orientations sessions at
employer partner sites;
• developing mentor support resources and professional development
opportunities;
• managing the MentorMatch IT System and training partners on its use
• ensuring program quality and continuous improvement;
• providing aggregate reporting on program outcomes;
• convening partners.

Service Delivery Partner
Service Delivery Partners
• Organizations that provide employment services to skilled immigrants
• Obliged to adhere to and implement service delivery quality standards
Service Delivery Managers/Coordinators
• Responsible for the delivery of The Mentoring Partnership within their organizations.
• Participate in TMP Managers Committees – Quarterly.
Coaches
• Are staff designated by service delivery partners they are key contact for the program to
clients and coach both mentees and mentors during their matches.
• They enter all the data into the IT system which enables us to support, track and analyse
the program impact.

1. Recruitment
registration
and screening
of mentees
and mentors
2. Matching
3. Orientation
4. coaching
and tracking
5. Partnership
closure
6. Outcome
tracking
TMP Service Delivery Cycle

TMP IT System – Mentor Match
The delivery of the program is supported by a centralized, web-based IT
system. The TMP IT system is an on-line system used to facilitate and integrate key
processes to increase speed and accuracy of performance.
The main functions of the system are :
• Manages task workflow, saves administrative time;
• Manages mentor-mentee matching, tracking, outcome follow up and reporting;
• Ensures consistency of matching based on occupation/sector;
• One-step process registration and profiles creation for mentor and mentee;
• Mentor and mentee access the system to update information in their profiles;
• Coaches have a shared calendar and folders with program resources.

Agency Partner QA Framework
- Operations And IT Manual – For training & Ensure clarity of all guidelines and content:
• Describes all of the core delivery processes and protocols of program
• Includes all program communication materials for co-branding.
- Partnership Agreement –signed Memorandum of Understanding:
• Between delivery agency partners and TRIEC;
• Establishes the framework for joint and coordinated delivery of service;
• Describes the roles and responsibilities of the partners
• Targets monitored on 2x yearly with each agency.
- Quality Assurance Framework:
• Outlines the principles of quality for TMP and the quality elements, processes, tools and
standards for the partnership
• Monitored with each partner agency 2x yearly QA Site meeting and QA checklist
- Program Evaluation Framework:
• Framework Redevelopment 2012
• Mentee and Mentor On-line Survey.
• Data Rolled Up, Shared with partners 2x yearly and monitored QA process

IEI Advisory Committee:
• Multi-stakeholder representative body providing program strategic
direction.
TMP Managers Committee:
• Addresses operational issues such as quality assurance, staffing,
and capacity building.
Service Delivery Partners Senior Management Committee:
• Deals with policy issues, strategic direction, partnership
management and other strategic issues.
TRIEC TMP Co-ordination

Employer Partners Roles
Support the program by:
• identifying an executive sponsor/champion;
• identifying a mentoring coordinator;
• participating in a planning discussion at the start of the mentoring cycle
and review meetings;
• engaging and recruiting mentors within their organizations through at
least one mentoring cycle per year;
• hosting on-site information and orientation sessions for their mentors
• generating recommendations for program improvement.

Employer Partner Framework
The main objectives of this framework are
to:
• Clarify responsibilities of TMP and
the employer partner;
• Ensure consistency of participation
• Establish and maintain basic program
delivery guidelines;
• Ensure continuity: TMP participation
is embedded in our partners work plans
and formally placed with appropriate
staff.

Mentoring Schedule
Registration Matching Orientation Mentoring
Follow Up
Recognition
Coach
follows up with
Mentee for
12 months
following the
match
Close
Evaluation &
Follow-Up
16 weeks
Check-in with
Mentoring Coach
monthly
Access to on-line
mentoring resources
and Mentor
Professional
Development Program
Orientation of
Mentor & Mentee
Before the Start of
Mentoring
Occupation
Specific
Matching
Mentor Match IT
System
Matches reviewed
by Coach, mentor
and mentee
Mentees
Register & Screened
by Service Delivery
Partner
Mentors
Register Online
or with
Employer
Application Reviewed
and Reference Check
Mentors

Register / Contacts
Mentors - To Register as a mentor go to online registration form
http://www.thementoringpartnership.com/registermentor
Or for more information to join as an employer partner contact:
Monica BrennanI The Mentoring Partnership TRIEC, Senior Manager
T: 416- 944.1946 x 263
Email: mbrennan@triec.ca
Mentees - To Register as a mentee find out which partner is nearest you at
http://www.thementoringpartnership.com/partners/service-delivery-partners
Or for more information contact:
Meena Sankaran I The Mentoring Partnership TRIEC, Program Delivery Coordinator
T: 416- 944.1946 x 269
Email: msankaran@triec.ca

Q & A
Contact:
Monica Brennan, Senior Manager, The Mentoring Partnership
www.thementoringpartnership.com
Thank You

Building Block Questions
Who, What and Why:
- What is the goal of the mentoring relationship?
- Why is mentoring the solution?
- Who are your mentees? Where will you find them?
- Who are your mentors? Where will you find them?
- What type of mentoring is the best solution?

How:
- How will you structure your program?
- How will you match your mentors and mentees?
- How will support the partnerships to be successful?
- How will you know if the relationships are going well?
- How will your resolve any problems or concerns of mentors and mentees?
- How will you know your program is achieving its goal?
- How will you record the programs stories and success?
- How will you keep mentors involved?
- How will you involve your partners?
- How will you grow and enable your program?
Building Block Questions

Building Blocks
1. Criteria and Preparation– Eligibility & suitability.
2. Recruitment Mentors and Mentees – Partnerships.
3. Orientation – Successful start, clarity of goals & agreements.
4. Matching - Getting the match right & balancing the pool.
5. Support – Touch point, coaching, materials, training.
6. Data and Evaluation - Profile, Impact and Feedback.
7. Program Delivery – Training, Quality Assurance and PD.
8. Relationship Recognition – Mentors and Partners.
9. Enable – Staffing, Marketing & Technology.

Building Blocks
1. Criteria and Preparation– Eligibility & suitability
Who is target group and why?
When are they ‘mentoring ready’?
How and who decides it they are ready?
If not mentoring ready – how do you prepare them or refer them?

Mentee Suitability Criteria
Applicants must be skilled immigrants who are job-ready with current skills
and experience.
They must also meet the following criteria:
• Legally entitled to work in Canada;
• Lived in Canada for less than three years and have limited or no Canadian
work experience in their profession OR has re-engaged with their profession
through academic training or bridging program within the past 2 years;
• Currently unemployed or underemployed i.e. not working in their field of
expertise;
• Have English language skills to perform effectively in the workplace in their field
(i.e. average CLB 7-8+);
• Have professional qualifications: a Bachelor’s Degree or equivalent post-
secondary education and at least 3 years of international work experience in
their profession;
• Be actively seeking work in their field.

Mentoring Readiness Criteria
Mentoring is an intervention intended for job seekers who are job
ready. To be ready for mentoring, an applicant must have:
• Employment skills;
• Job search skills;
• Supports;
• Appropriate attitude.
Prepare a mentee to succeed in their mentoring relationship.

Mentor Suitability Criteria
• To be eligible, mentors must:
• have at least three years work experience in Canada in the field
in which they will mentor;
• have an established network of professional contacts;
• have current knowledge about the profession and industry e.g.
labor market demands, industry trends and required
competencies and skills; and
• be available to mentor for 24 hours over 4 months.

Une idée de Maytree
En partenariat avec La fondation de la famille J.W . McConnell
Impact: Assessing Mentee Suitability
• Mentees fully understand and benefit
from his/her mentoring relationship and
gets the support at the appropriate time.
• Allows the mentor to be effective in
supporting the mentee
• Mentors benefit from their mentoring
relationship and become repeat mentors
• Increased number of employers
participate in mentoring programs
• Successfully completes the mentoring
relationship

Building Blocks
Recruitment Mentees
– How many mentees can you support?
– If more people want to join can they? When can they join and do
you have mentors to match them.
– Will you reach out for more? Where will you find them? What
messages will you use?
– Partnerships – to register, screen and prepare mentees.
– Recruit mentees and then mentors – what is the best order?

Building Blocks
Recruitment Mentors– Partnerships.
– How many mentors do you need?
– Where will you find them?
– What messages will you use?
– Reference Check?
– If more people want to join can they? When ?

Recruitment and Screening of Mentors
TRIEC recruits corporate mentors internally through organized info sessions, or individuals
apply directly through the TMP website.
• Employer partner mentors are screened by the partner before they register to become
mentors.
• Individual mentors who register via the TMP website are not prescreened. The coach must
do a reference check before accepting their first partnership with an individual mentor, unless
otherwise instructed by TRIEC.
Service delivery partners recruit individual mentors. This involves steps:
• Providing information on the program to potential mentors;
• Screening Interview to ensure that applicants meet program suitability
• Reference checks for individual mentors must be done prior to the mentor’s registration.

Employers- Mentor Recruitment
• Gain quicker access to many prospective and quality mentors at
once
• Saves time as the reference check is not required
• Easier to arrange group training and orientation for mentors
• Hidden job market will become accessible
• Employers become a champion in promoting skilled immigrant
talent

Building Blocks
Orientation – Successful start, clarity of goals & agreements.
Purpose of orientation:
• Formally establishes the mentoring match; sets expectations and tone
• Creates a shared understanding and approach towards boundaries
• Provides information on key mentoring activities, supports and resources
• Confidentiality and Partnership Agreements are signed.
• Mentors and mentees are introduced in supportive environment.

3:00 – 3:15
15 minutes
Unit 1: Welcome and Introductions
Introduction – by Employer Champion
Introduction –The Mentoring Partnership Facilitator
Mentor Introductions
Review of session objectives and agenda
3:15 – 3:25
10 minutes
Unit 2: Purpose of the Partnership
About the Mentoring Partnership
Benefits for mentees and mentors in the program
Overview of the mentor and mentee commitment
3:25 – 3:30
5 minutes
Unit 3: Outlining Roles
Overview of roles: Outline of the relationships between mentor, mentee and coach
3:30 – 3:35
5 minutes
Unit 4: Barriers for Immigrants
Audience participates in naming barriers for immigrants and gauges knowledge using quiz
3:35 – 3:45
10 minutes
Unit 5: Mentoring Supports and Resources
Overview of the WIN model, mentoring roadmap (stages of the relationship) and supports available
to the mentor and mentee
3:45 – 4:00
15 minutes
Unit 6: Boundaries and Risks
In small groups, mentors discuss scenarios about issues that may arise during the partnership.
Groups present their findings and possible solutions to the larger group
Courageous conversations
4:00 – 4:15
15 minutes
Unit 7: Agreements and Evaluations
Overview of Orientation Evaluation, and Confidentiality, Code of Conduct and Partnership
Agreements
4:15 – 4:45 Unit 8: Meet Your Mentor/Mentee

Building Blocks
Matching - Getting the match right & balancing the pool.
– “Recommended Match” – one or more, who views and decides,
how long does it take to review it.
– Accepting or Rejecting the match – mentee and mentor
• Check list

Partnership Checklist
Before confirming your Mentee's recommended match, please make sure that you checked the
following:
• Availability: Mentee is available and continues to be committed to participating in the
program
• Location: Location is not a barrier. Mentee is able to meet at mentor's preferred location or
mentee/mentor have agreed on a suitable alternate meeting place.
• Professional compatibility: Confirm professional backgrounds are compatible.
• Mentor interview: Mentor interview has been completed
• Reference check: Mentor reference checks completed (unless recruited by a corporate
partnership through TRIEC)
• Mentor accepts match: Mentor has seen Mentee's resume and accepted match
• By confirming the recommended match, you confirm that you have completed all of the above
items.

What is the wait time to
be matched?
• Primary factor: Availability of mentees in your occupation in the pool at
the time of registration – 300+ mentees currently in the pool.
• Wait times: Typically 4 to 8 weeks is an indicative time to be matched
(may be longer for unique roles or occupations)
• Longer wait times some occupational areas where we have more
mentors
• We orient you to the program even if you are unmatched and then
when a mentee registered in your field a coach will contact you to see if
you are still available to participate.
76

Matching Pool – Key Occupations
77
Finance, Accounting, Banking & Insurance 29%
Business & Administrative 18%
IT – Software, Analysts, Web Dev 14%
Business Development, Retail, Sales, Marketing & PR 11%
Engineering & Technical 9 %
Education 3%
Policy/Program Officers/Public Administration/Research 3%
Health 3%
Legal & Protective Services 3%
Other - Trades, Transport and Equipment Operators and Related Occupations,
Processing, Manufacturing and Utilities; Architects/Urban Planners/Surveyors
Art/Culture/Recreation/Sports 3%
Physical & Life Sciences 2%
Social Work & Community Services 2%

Snapshot : Jan 5th 2015
Occupations of mentors/mentees waiting
Mentors (+5 waiting)
(Mentees Needed)
#
Waiting
Mentees (+ 5 waiting)
(Mentors Needed)
#
Waiting
[A303] Other Business Services Managers 36 [C021] Biologists & Related Scientists 13
[B022] Professional Occupations in Business
Service to Management
25 [C033] Electrical & Electronics Engineers 8
[E012] Lawyers & Quebec Notaries 20 [C012] Chemists 8
[C071] Information Systems and Computer
Analysts and Consultants
17 [C051] Architects 8
[A111] Financial Managers 16 [D313] Other Assisting Occupations in Support of
Health Services
7
[A131] Sales, Marketing and Advertising Managers 16 [A373] Transportation Managers 6
[A302] Banking, Credit and Other Investment
Managers
14 [E111] University Professors 6
[A122] Computer and Information Systems
Managers
12 [B531] Accounting and Related Clerks 5
[B021] Specialists in Human Resources 12 [C141] Electrical and Electronics Engineering
Technologists and Technicians
5
[B012] Financial and Investment Analysts 9 [E031] Natural & Applied Science Policy
Researchers, Consultants & Program Officers
5
[E213] Employment Counselors 8
[A114] Other Administrative Services Managers 7
[E212] Community & Social Service Workers 7
[E022] Social Workers 5
[F024] Professional Occupations in Public
Relations and Communications
5

Mentor Outreach Schedule
Occupations November December
BDC Onboarding Meeting-
November 5th
City Of Toronto Public Sector - Engineers, Urban Land Planners,
Architects, Social and Community Services,
Services, Purchasing and Procurement,
Administration, etc.
COT Mentee/Mentor
Recognition Event
Nov. 17th
CMHA CMHA Conference –
December 12th
Deloitte Accountants, Auditors, Financial, IT roles. Orientation Session
- Dec 10th
Government of
Canada and CIC
Public Sector – Finance, Procurement, IT, May
include biologists/chemists (TBC)
Information Session
Date TBC
Orientation
Date TBC
KPMG Finance, Consultancy, IT Review/Planning Meeting –
Nov. 14th
TD Bank Banking, Retail, Financial Customer Service,
Analysts, IT, Admin
Orientation Session
November 26th
TELUS Telecommunications Orientation Session –
December 4th
Toronto Public
Library
Admin, Finance, HR Orientation Session- Nov 18th
University of Toronto Admin, Academic Teachers, HR Review & Planning Meeting –
November 28th

TMP Program Snapshot
Nov 03, 2014
Data as of Nov. 3, 2014
Partnerships Started in Each Month
Year &
Month
A M J J A S O N D J F M Total Target % to
year
2013 -
2014
114 128 91 101 87 110 103 117 72 112 106 158 1035 1300 80%
2014 -
2015
95 115 109 96 83 128 126 752 1400 54%
Partnerships started
(Activated from Oct 1 – Oct 31)
126
In a recommended match (pending confirmation) (on Nov 3) 135
Recommended matches confirmed (pending orientation or start of
partnership) (on Nov 3)
42
Waiting for a recommended match
(on Oct. 31)
Mentors - 161
Mentees – 303

Building Blocks
Supporting
– Touch point –clairification, practical challenges, etc
– Coaching – support throughout the relationship
– Materials – handbook, resources, tips, milestones.
– Training – increasing your mentors skills set.

82
• The Mentoring Coach continues to stay in touch – checks in every four weeks.
• Email Tips from The Mentoring Partnership Dashboard monthly.
• In person and recurring meetings work well to sustain the energy of the relationship.
• Mentoring hours and PD program recognised by HRPA and CPA for Credits
• At the end you can request a certificate from your coach and give us your feedback
on the program.
Registration Matching Orientation Mentoring
Close
Evaluation &
Follow-Up
Mentoring and Follow Up

• Mentoring Coach: Support starts from
Matching and continues through the relationship
until 12 months after completion of the match.
Online Resources:
• Mentoring Handbook
http://thementoringpartnership.com/handbo
ok
• New Mentoring Dashboard – An online
platform with resources, links, tips and tools to
support you and your mentor.
Mentoring Support
83

Mentoring Support
84To Log Into My Mentoring Dashboard
http://thementoringpartnership.com/dashboard

Mentor Professional
Development Series
Including:
Networking Events
Workshops
Webinars
Online Modules
Recognised for PD credit
by HRPA & CGA
1300+ mentors have participated since its launch.

Coaching Support
The coach supports the mentoring relationship by:
• Clarifying the communications protocols between mentors/mentees
• Providing guidance, answering questions
• Providing information and referrals to other resources/programs
• Problem-solving when expectations are not being met, facilitating
communication or addressing boundary issues arising, etc.
• Receiving feedback regarding relationship, program etc.

Coaching Check-Ins
Coaches check in with both mentor and mentee on a monthly basis, either by
telephone and/or e-mail to ensure that:
• Mentor and mentee have connected;
• Learning goals have been developed;
• Relationship is on track with schedule of weekly meetings and making progress
towards their goals;
• Coaching support is provided as needed; problems or issues are identified and
proactively addressed.
Coaches must enter result notes from each check in the IT System including
information on frequency of meetings and assessment of progression towards goals.

Partnership Closure
There are several steps to closing a partnership. Appropriate follow up is key to the
program. The following steps are required:
Step 1: Evaluation
• Post- program evaluation surveys are administered to mentees automatically through
MentorMatch. You should remind your mentee at close of partnership to complete the
survey.
Step 2: Thank you letter
• At the end of the four month partnership, coaches send a formal letter to the mentor (found
in shared resources folder)
Step 3: Certificate
• At completion of partnership, coaches provide mentees and mentors with a recognition
certificate (found in shared resources folder) this should be signed by Agency’s Mentoring
Mangers or Director.
Step 4: Tracking success stories
• Coaches/managers track mentoring success stories and share these with the TMP and
communications team at TRIEC for potential promotional opportunities.

Building Blocks
Data and Evaluation
• Profile Data – who you are serving and comparison for impact/outcome
• Outcome Data – how do you measure your outcome goal
• Impact and QA Data – feedback survey – satisfaction, growth, QA
implementation
• Demonstrates the value mentoring brings to participating immigrants, employers,
partners and the community
• Monitors the quality of the program and identifies opportunities for growth and
improvement
• Retains and increases the level of employers’participation
• Assists in finding new funding to continue or expand the program
• Helps build a business case for scaling-up mentoring

Evaluation Partners
Involve partners at the start and embed evaluation into all of the program
elements :
•Ensures we are measuring what they need measured.
•This ensures increased uptake – all partners see the value in promoting
uptake of program evaluation tools and therefore data set stronger.
•It builds common understanding between partners on the program outcomes
– and what is valuable to each partner about the program
•Embeds evaluation collection into the program processes
•Embeds analysis of data into the partnership processes – and ensures that
sense making of data has depth
•Builds review of evaluation into program processes – thus increasing
relevance of data to program learning and future program development

Une idée de Maytree
En partenariat avec La fondation de la famille J.W . McConnell
Quality Assurance Tip 6:
Document & Tell the Story
• Document how the program impacted immigrants, mentors,
employers and community partners
• Invite immigrants, mentors, employers and community
partners to tell their success
• Develop videos and blogs that tells the story
• Develop partnerships with local media to promote the
success of your program

Building Blocks
Program Delivery –
Training Staff/Volunteers – PD Coaching, Updates Program, etc
Quality Assurance - Frameworks – Clarity and Measures
- Delivery
- Partners

Quality Assurance Framework
Program Element
a) Service Delivery Partner –
TRIEC Coordination
f) IT System Admin & Task Management
b) Coordinated Training & Professional
Development for Program Delivery Staff
g) Matching
c) Establishment & Management of CP
Relationships
h) Mentor/Mentee Orientations
d) Recruitment and Screening of Mentees i) Coaching Support to Matches
e) Recruitment and Screening of Mentors j) Tracking of Matches
k) Communications: Branding and Media

Framework Components
• Memorandum of Understanding
• Program Delivery Guidelines
• Program Manual and Appendices

Building Blocks
Relationship Recognition – Mentors and Partners.
– Builds Retention
– Develops Identification with Program
– Profiles
– Mentor Recognition – certificates and events
– Milestone Awards – Employers 100, 500,1000, Mentors 10+,
Mentees who become mentors

Building Blocks
Enable – Staffing, Marketing & Technology.
IT Systems – enable growth and manage relationship and
tracking, cost money, require support and development.
Marketing – development of messaging, materials, updating.
Staffing – volunteer driving and/or staffing support.

Lessons Learned
• Value of Partnerships
• Quality Assurance
• Relationship Management
• Valuing and supporting your mentors
• Value of evaluation
• Balancing Growth
• Ongoing Development and Change – IT, Coms,
Resources – Cost vs. Benefit.

Pre-Read-TMP Strategy for Board Mtg-01Dec14.pptx 100
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
LEAP: The Centre for Social Impact has begun a
five-year partnership to support TMP as of Sept 2014
LEAP: Centre for Social Impact model
Massive
social change:
by accelerating and
scaling the charities
who do great work and
demonstrate
measurable social
impact
Smart
money:
Strategic
investors
Leading
knowledge:
Best advisors
& networks
Great ideas:
High potential
charities
addressing
social
issues
It is the combination of great ideas that address social issues,
with smart money and leading knowledge, which can lead to
massive social impact
The Pecaut Legacy
Three years ago a group of social entrepreneurs and corporate
partners launched the Pecaut Centre for Social Impact. All of us had
spent years working closely with David Pecaut and were inspired by
both his passion for social impact and his ability to bring together
thought leaders from all walks of life. When he passed away in 2009
we searched for a way to honour his legacy and expand his reach …
which was the genesis of the Pecaut Centre.
Sector Partners

Pre-Read-TMP Strategy for Board Mtg-01Dec14.pptx 101
Copyright©2014byTheBostonConsultingGroup,Inc.Allrightsreserved.
Optimize
To achieve more
value with current
resources
Enable
To ensure a
sustainable
model
Grow
To impact a
greater
number of
mentees,
mentors &
partners
Refined strategy developed to optimize & grow TMP
1
2
3
Enhancements to overall program
Enhance marketing
Increase funding
Update technology Evolve organization
Grow mentors Grow mentees Build national
model
• Enhance curriculum and model, incl. networking (also shift mentor commitment ask)
• Streamline coach activities (reduce coach time per mentee to increase capacity)
• Streamline workflow & tracking (key milestones, address pairing issues earlier)
• Driver greater mentor retention (increase recognition, build community)
• Improve employment outcomes (e.g. offer EPs visibility into mentee talent pool)
• Grow current EPs and
confirm targets
• Pursue high priority
new EPs
• Fill eng/science/supply
chain & other gaps
• Grow current SDPs
and confirm targets
• Pursue new SDPs,
immigrant associations
• Establish approach for
underemployed
segment
• Align on vision &
areas for collaboration
• Identify partners,
establish governance
• Confirm resource
requirements
• Add/reallocate
resources
• Update governance
• Support change mgmt.
• Address matching
issues
• Determine future state
IT platform incl. CRM
• Refine msgs, enhance
materials & channels
to EPs, mentors,
mentees
• Establish & execute strategy to seek increased gov't funding (for GTA & nationally)
• Pursue new & diversified sources of funding (foundations, HNW individuals,
corporations)

Q & A
Contact:
Monica Brennan, Senior Manager, The Mentoring Partnership
www.thementoringpartnership.com
Allies Mentoring Toolkits http://alliescanada.ca/resources/toolkits/
Thank You

Welcome to our facilitator:
Debroy Chan
Manager, Newcomer Services and
Community Lead, JVS Toronto

Mentoring Best Practices
Presentation to:
PINS Workshop
January 2015

Agenda
1. One-on-one vs. Group Mentoring
2. Example of Group Mentoring
3. Lessons Learned
4. Tools and Resources
5. Q&A

One-on-one vs. Group Mentoring
 One mentor to multiple mentees
 Recommended 3-6 mentees per group
 Simultaneous mentoring

Benefits:
 Maximizes use of limited mentor resources
 Mentees share experiences
 All benefit from questions and responses
 Alleviates feeling of being alone
 Helping each other
 Group projects
 Mentees professional networks

Disadvantages:
 Less personal
 Confidentiality more of an issue
 Scheduling can be an issue
 Group dynamics
 Competition for mentor’s time
 Mentor pulled in different directions
 Weaker mentor-mentee relationship

Example of Group Mentoring
Intercultural Mentoring Network
• Conducted with several PINS
• Run by the PINS with support from JVS and TRIEC
• Training and on-going support provided by JVS
• Resources provided by JVS

Keys to Success:
 Groups must be homogeneous
 Duration of program
 Screening of mentor and mentees
 Well prepared mentor and mentees
 Full utilization of resources
 Additional support

Pitfalls:
 Mentor and mentees under or unprepared
 Mentor’s lack of knowledge/awareness of newcomer
obstacles
 Mentor’s lack of professional contacts
 Mentor too busy
 Unreasonable expectation of mentees

Pitfalls (Cont’d):
 Mentees not trained in job search strategies and
techniques
 Mentees not actively job searching
 Mentor and mentees not fully utilizing available resources

Tools and Resources
 Program Administration Guide
 Orientation Presentation
 Facilitator’s Guide
 Mentor and Mentee Resource Kits
 Coordinator/Mentoring Coach

Tools and Resources (cont’d)
 Mentor/Mentee Recruitment Flyers
 Various forms including
 Mentor/mentee application/screening forms
 Confidentiality agreement
 Partnership agreement
 Session and post program evaluation forms

WHAT IS MENTORING?
A balanced partnership requiring equal commitment and investment from
both partners
A helping hand extended by knowledgeable people to those who want to
know
A welcome to Canada for newcomers
A process helping skilled immigrants to learn about living and working in
Canada
“Nobody makes it alone in the world without some form of mentorship.”
Oprah Winfrey

Contact:
Debroy Chan, Manager Newcomer Services and
Community Lead
JVS Toronto
Email: dchan@jvstoronto.org

JVS Toronto, a non profit, non-sectarian organization,
is a proud member agency of:
Jewish Vocational Service
Head Office
74 Tycos Drive, Toronto ON
416-787-1151
www.jvstoronto.org

Roundtable discussions
Join a table for a group discussion about:
• Round 1:
Table #1: New to mentoring
Table #2: Those in existing programs
• Round 2:
Table #1: One to one mentoring
Table #2: Group mentoring
We will debrief about these discussions after
Round #2

Roundtable discussions
debrief
• What did you hear about in your
discussions?
• What did you learn from others in the
discussion?
• What will you take action on?

PINs Announcements
• Membership Survey – please share with your
members
• Upcoming events
 Peel Region Employer Event – February 11th
2:00 – 4:00 p.m.
 PINs Leaders session – March 7, at Metro
Hall, 9 am to 4 pm
 PINs Annual Event – May 6 2015
• Evaluations: please complete
• PINs Insider LinkedIn Group
• Any other announcements?

Thank You for joining us today!
Any questions or concerns come speak to a
PINs Team member
or
email us at: pins@triec.ca

PINs Workshop: Taking your mentoring to the next level (Jan 24)

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