Mentoring Mentoring Information Session Information Session

Marie ConnollyHead of Learning & Development

Human Resources Division

Why Mentoring in ULWhy Mentoring in UL

• Set up initially as a sub group of the Women’s Forum – Mentoring Committee

• Demand across all genders and all areas• Fully integrated system• Over 70 matched pairs to-date • 2011 – 23 matched pairs across all groupings.• 30+ trained Mentors

• Set up initially as a sub group of the Women’s Forum – Mentoring Committee

• Demand across all genders and all areas• Fully integrated system• Over 70 matched pairs to-date • 2011 – 23 matched pairs across all groupings.• 30+ trained Mentors

The aim of the MentoringThe aim of the Mentoring

• The aim of the mentoring initiative to provide a platform through which experiences can be shared on a one-to-one informal basis thus providing support to people at various stages in their careers.

• The aim of the mentoring initiative to provide a platform through which experiences can be shared on a one-to-one informal basis thus providing support to people at various stages in their careers.

Mentoring Mentoring

• Mentoring is a Career Management Tool used by organisations to nurture and develop their staff.

• It is a relationship between two people in a work setting the purpose of which is passing on knowledge and information, sharing wisdom and experience and offering advice and help in a confidential manner.

• It is a relationship where - help by one person to another in making significant transitions in knowledge, work and or thinking.

• It builds on the formal Mentoring scheme where new employees are allocated a mentor.

• Mentoring is a Career Management Tool used by organisations to nurture and develop their staff.

• It is a relationship between two people in a work setting the purpose of which is passing on knowledge and information, sharing wisdom and experience and offering advice and help in a confidential manner.

• It is a relationship where - help by one person to another in making significant transitions in knowledge, work and or thinking.

• It builds on the formal Mentoring scheme where new employees are allocated a mentor.

• “A relationship between equals in which one or more of those involved is enabled to: increase awareness, identify alternatives and initiate action to develop themselves.”(Julie Hay, Transformational Mentoring)

• “A relationship between equals in which one or more of those involved is enabled to: increase awareness, identify alternatives and initiate action to develop themselves.”(Julie Hay, Transformational Mentoring)

Mentoring DefinitionsMentoring Definitions

Creating possibilities and providing guidance and support to others in a relationship of trust; it includes facilitating, bringing visions to life and enabling people to achieve (Henley Management College 2000)

Creating possibilities and providing guidance and support to others in a relationship of trust; it includes facilitating, bringing visions to life and enabling people to achieve (Henley Management College 2000)

MentoringMentoring

• “Offline help by one person to another in making significant transitions in knowledge, work or thinking” (Megginson & Clutterbuck 1995)

• “A relationship, not just a procedure or activity, where one person professionally assists the development of another outside of the normal manager/subordinate relationship” (Abbey)

• “Offline help by one person to another in making significant transitions in knowledge, work or thinking” (Megginson & Clutterbuck 1995)

• “A relationship, not just a procedure or activity, where one person professionally assists the development of another outside of the normal manager/subordinate relationship” (Abbey)

The Mentor-Mentee Connection The Mentor-Mentee Connection

• The Mentor-Mentee connection focuses on building trusting relationships. Mentees are supported and encouraged by Mentors who voluntarily give of their time.

• The Mentor-Mentee connection focuses on building trusting relationships. Mentees are supported and encouraged by Mentors who voluntarily give of their time.

Mentoring versus Coaching Mentoring versus Coaching

• Coaching can be the responsibility of a line manager who has an immediate and day to day accountability for the learner’s performance while a mentor is rarely a learner’s line manager.

• Coaching can be the responsibility of a line manager who has an immediate and day to day accountability for the learner’s performance while a mentor is rarely a learner’s line manager.

The aims of the UL Mentoring Scheme are:

The aims of the UL Mentoring Scheme are:

• Helping Mentees to build self confidence• Sharing knowledge, skills and experience• Increase cross departmental networking• Help with career planning• Encouraging inclusivity across the

University.

• Helping Mentees to build self confidence• Sharing knowledge, skills and experience• Increase cross departmental networking• Help with career planning• Encouraging inclusivity across the

University.

The Matching Process The Matching Process

• Pairs will not be matched within the same Department./Division unless specifically requested.

• Job Title and grade – the mentor will generally be employed at a higher grade (2 grades higher in administrative post – 1 above in academic posts) that the mentee.

• The type of help the mentee is looking for• Preferences in terms of what the mentee is looking

for• Activities and interests of both

• Pairs will not be matched within the same Department./Division unless specifically requested.

• Job Title and grade – the mentor will generally be employed at a higher grade (2 grades higher in administrative post – 1 above in academic posts) that the mentee.

• The type of help the mentee is looking for• Preferences in terms of what the mentee is looking

for• Activities and interests of both

Support provided by the Mentoring Scheme

Support provided by the Mentoring Scheme

• On going training events

• Lunch time talks

• Training for both the Mentors & Mentees

• Support will be provided to any mentoring pair that requests support

• Special Events

• On going training events

• Lunch time talks

• Training for both the Mentors & Mentees

• Support will be provided to any mentoring pair that requests support

• Special Events

Purpose of the Training Purpose of the Training

• All Mentors & Mentees must undertake training.• Be clear on what mentoring is and how it is different that other

development interventions• Understand the role and responsibilities of the mentor and mentees.• Know what needs to happen to make a mentoring relationship work.

• All Mentors & Mentees must undertake training.• Be clear on what mentoring is and how it is different that other

development interventions• Understand the role and responsibilities of the mentor and mentees.• Know what needs to happen to make a mentoring relationship work.

Purpose of the TrainingPurpose of the Training• Understand the areas that mentoring is suitable

to deal with and what issue are outside the boundaries of the mentoring relationship.

• Know what can go wrong in mentoring relationships and the action you can take

• Explore the skills necessary in any mentoring interaction.

• Understand the areas that mentoring is suitable to deal with and what issue are outside the boundaries of the mentoring relationship.

• Know what can go wrong in mentoring relationships and the action you can take

• Explore the skills necessary in any mentoring interaction.

Benefits of Mentoring Benefits of Mentoring

• To the Mentee– A smoother adjustment to a new role or position– Help in acquiring more quickly and comprehensively the skills and knowledge they need– Help with the necessary choices in the development of their careers– Access to someone more senior than themselves, other than their line manager– A greater understanding of both the formal and informal workings of the organisation

• To the Mentee– A smoother adjustment to a new role or position– Help in acquiring more quickly and comprehensively the skills and knowledge they need– Help with the necessary choices in the development of their careers– Access to someone more senior than themselves, other than their line manager– A greater understanding of both the formal and informal workings of the organisation

Benefits of MentoringBenefits of Mentoring

• To the Mentor– Increased motivation and self-esteem brought

about by the mentoring role– Greater respect and recognition from staff in the

organisation– An opportunity to hone and improve their own

management skills, particularly advisory and supporting skills in a safe environment

– An opportunity to learn about the perspectives and views of others less senior than themselves and in other parts of the organisation

– A chance to influence and improve communications with others in the organisation

• To the Mentor– Increased motivation and self-esteem brought

about by the mentoring role– Greater respect and recognition from staff in the

organisation– An opportunity to hone and improve their own

management skills, particularly advisory and supporting skills in a safe environment

– An opportunity to learn about the perspectives and views of others less senior than themselves and in other parts of the organisation

– A chance to influence and improve communications with others in the organisation

Benefits of MentoringBenefits of Mentoring

• To the Organisation– An opportunity for staff to be encouraged, supported and motivated to

reach their potential– Greater job satisfaction, morale and commitment by mentors and

mentees to their work– Improved work performance of mentees– Leading to a more stable culture– Improved communication through linking different departments and

levels within the organisation– Established routes for effective career development that can aid the

recruitment of high calibre staff

• To the Organisation– An opportunity for staff to be encouraged, supported and motivated to

reach their potential– Greater job satisfaction, morale and commitment by mentors and

mentees to their work– Improved work performance of mentees– Leading to a more stable culture– Improved communication through linking different departments and

levels within the organisation– Established routes for effective career development that can aid the

recruitment of high calibre staff

Who should Mentor?Who should Mentor?

• A mentor is usually – A more experienced and senior person than the mentee– May have technical or professional expertise– Not the Mentee's manager– Those who are interested in the development of others

and who enjoy sharing their knowledge and experiences– Have considered the time commitment, emotional

resources and sustained effort that may be involved.

• A mentor is usually – A more experienced and senior person than the mentee– May have technical or professional expertise– Not the Mentee's manager– Those who are interested in the development of others

and who enjoy sharing their knowledge and experiences– Have considered the time commitment, emotional

resources and sustained effort that may be involved.

The Role of the MentorThe Role of the Mentor

• To provide guidance on how to acquire the necessary knowledge and skills to do a new job

• Advice on dealing with any administrative, technical or people problems.• Information on ‘the way things are done around here’• Help in obtaining access to information and people within the University and

outside• Mentoring in specific skills e.g. managerial skills, leadership, communication

skills etc.• A parental figure with whom mentees can discuss their aspirations and

concerns and who will lend a sympathetic ear to their problems.

• To provide guidance on how to acquire the necessary knowledge and skills to do a new job

• Advice on dealing with any administrative, technical or people problems.• Information on ‘the way things are done around here’• Help in obtaining access to information and people within the University and

outside• Mentoring in specific skills e.g. managerial skills, leadership, communication

skills etc.• A parental figure with whom mentees can discuss their aspirations and

concerns and who will lend a sympathetic ear to their problems.

UL Mentoring SchemeUL Mentoring Scheme

• The UL Mentoring Scheme is a Mentee led scheme.

• The UL Mentoring Scheme is a Mentee led scheme.

Roles & ResponsibilitiesRoles & Responsibilities

• For the mentoring relationship to be effective the mentor and mentee need to be clear about their respective roles and responsibilities.

• They also need to consider the role of the mentor in relation to the Mentee's line manager.

• Without clarification misunderstandings may occur that could impact on the effectiveness of the relationship.

• For the mentoring relationship to be effective the mentor and mentee need to be clear about their respective roles and responsibilities.

• They also need to consider the role of the mentor in relation to the Mentee's line manager.

• Without clarification misunderstandings may occur that could impact on the effectiveness of the relationship.

The relationship The relationship

• Mentors will:– Meet with mentees for confidential discussions– Prompt mentees to draw up their own plans– Prompt mentees to make contact with others who

might be able to provide useful information or advise

– Prompt mentees to approach their line managers to seek specific support for development activities

• Mentors will:– Meet with mentees for confidential discussions– Prompt mentees to draw up their own plans– Prompt mentees to make contact with others who

might be able to provide useful information or advise

– Prompt mentees to approach their line managers to seek specific support for development activities

The RelationshipThe Relationship

• Mentors will not:– Take action on behalf of mentees– Intervene on behalf of mentees– Take part in any succession planning

discussions that relate to their own mentee – Discuss the mentee with the line manager

• Mentors will not:– Take action on behalf of mentees– Intervene on behalf of mentees– Take part in any succession planning

discussions that relate to their own mentee – Discuss the mentee with the line manager

The Relationship The Relationship

• Mentees will:– Meet with mentors for confidential discussions– Access other sources of information and advise

as may seem appropriate– Share information about their strengths,

weaknesses, ambitions and so on openly with their mentor

– Take responsibility for drawing up their own development plans

– Take responsibility for appropriate contact with their line managers about development issues

– Initiate their own development plans

• Mentees will:– Meet with mentors for confidential discussions– Access other sources of information and advise

as may seem appropriate– Share information about their strengths,

weaknesses, ambitions and so on openly with their mentor

– Take responsibility for drawing up their own development plans

– Take responsibility for appropriate contact with their line managers about development issues

– Initiate their own development plans

Line ManagersLine Managers

• Will allow mentees time to attend mentoring sessions

• Will provide whatever support is feasible to the development of the mentee

• Will not attempt to talk to the mentor about the mentee.

• Will allow mentees time to attend mentoring sessions

• Will provide whatever support is feasible to the development of the mentee

• Will not attempt to talk to the mentor about the mentee.

Mentor QualitiesMentor Qualities

A Mentor is someone who:– Listens– Is an opposite (at times)– Uses non-judgemental questioning– Offers different perspectives – Has specific knowledge– Cares; is warm; wants to help– Can relate to issues of the mentee– Sees patterns– Has experience– Is trustworthy/ensure confidentiality

A Mentor is someone who:– Listens– Is an opposite (at times)– Uses non-judgemental questioning– Offers different perspectives – Has specific knowledge– Cares; is warm; wants to help– Can relate to issues of the mentee– Sees patterns– Has experience– Is trustworthy/ensure confidentiality

Mentee QualitiesMentee Qualities

• Motivated• Articulate expectations and own objectives• Meets commitments• Accepts feedback and acts on it• Listens • Self-aware• Open Trustworthy• Understands scheme objectives/process

• Motivated• Articulate expectations and own objectives• Meets commitments• Accepts feedback and acts on it• Listens • Self-aware• Open Trustworthy• Understands scheme objectives/process

Key Role of MentorsKey Role of Mentors

• To provide:– 1. Support– 2. Challenge – 3. Guidance

• To provide:– 1. Support– 2. Challenge – 3. Guidance

Establishing Trust & RespectEstablishing Trust & Respect

• Careful preparation at the start of the relationship will help build rapport

• Trust is reciprocal, if the mentor trusts the mentee and vice versa the relationship is more likely to build on trust.

• Once trust is lost it is very difficult to rebuild• The importance of valuing and respecting difference

• Careful preparation at the start of the relationship will help build rapport

• Trust is reciprocal, if the mentor trusts the mentee and vice versa the relationship is more likely to build on trust.

• Once trust is lost it is very difficult to rebuild• The importance of valuing and respecting difference

What Mentees need to ask themselves?

What Mentees need to ask themselves?

• What do they want (from the mentoring relationship, what learning outcomes are they aiming for etc.)

• How will they know when they have got there?• What strengths do they have in what they do

now, that will help them get this outcome?• How much time can they expect from my Mentor?

• What do they want (from the mentoring relationship, what learning outcomes are they aiming for etc.)

• How will they know when they have got there?• What strengths do they have in what they do

now, that will help them get this outcome?• How much time can they expect from my Mentor?

Preparing for your mentoring partnership

Preparing for your mentoring partnership

• Agree a Mentoring Contract Below – Expectations (of each other, of the relationship, of what

both parties will learn)– Confidentiality (should any third parties be informed, and if

so, what can be discussed with third parties about the relationship and about the discussions?)

– Duration of relationship – 12 months– Meetings (frequency, duration, location – in office or outside

the workplace?)

• Agree a Mentoring Contract Below – Expectations (of each other, of the relationship, of what

both parties will learn)– Confidentiality (should any third parties be informed, and if

so, what can be discussed with third parties about the relationship and about the discussions?)

– Duration of relationship – 12 months– Meetings (frequency, duration, location – in office or outside

the workplace?)

Preparing for the mentoring partnership

Preparing for the mentoring partnership

• Broad purpose and goals• Review and evaluation (of relationship, of mentor/client, and

of client’s progress)• Roles and responsibilities (preparing for meetings, setting

the agenda, ensuring the meetings take place, setting goals) • How feedback will be handled (trust and openness) • How you will end the relationship (celebration, disengaging)• What actions we will take if things go wrong in our

partnership.

• Broad purpose and goals• Review and evaluation (of relationship, of mentor/client, and

of client’s progress)• Roles and responsibilities (preparing for meetings, setting

the agenda, ensuring the meetings take place, setting goals) • How feedback will be handled (trust and openness) • How you will end the relationship (celebration, disengaging)• What actions we will take if things go wrong in our

partnership.

Information/Contact DetailsInformation/Contact Details

www.ul.ie/hr - Learning Development & Equal Opportunities – Mentoring (FAQ’s)

www.ul.ie/hr - Learning Development & Equal Opportunities – Mentoring (FAQ’s)

TRAININGTRAINING

• Mentor & Mentee Training – Half day Workshops – March 2012

• Mentor & Mentee Training – Half day Workshops – March 2012

End of PresentationEnd of Presentation