workplace mentoring: benefits and strategies for success...workplace mentoring: benefits and...
TRANSCRIPT
![Page 1: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/1.jpg)
Workplace Mentoring: Benefits and Strategies for Success
Tammy D. AllenDepartment of Psychology
CIMRFebruary, 2011
![Page 2: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/2.jpg)
Objectives of Session
Brief Overview Benefits Associated with Workplace
Mentoring Key Factors Associated with High Quality
Mentoring Relationships Formal Mentoring Programs Within
Organizations Challenges associated with mentoring program
success Best practices for formal mentoring programs
![Page 3: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/3.jpg)
Mentoring Occurs Across Settings
Community/Youth Deterring risky behavior and positive youth development
e.g., Big Brothers Big Sisters
Higher education/Academia Improving academic adjustment, retention & success of
college students e.g. Ronald E. McNair Post baccalaureate Achievement Program
Workplace Personal and career development
e.g., Microsoft, Hewlett-Packard, IBM, Procter & Gamble, Wachovia
![Page 4: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/4.jpg)
Key Features of Workplace Mentoring
One-on-one relationship Typically between experienced and less
experienced Mutually beneficial Some face-to-face contact Two functions/sets of behaviors provided by
the mentor Career Psychosocial
![Page 5: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/5.jpg)
Mentor Behaviors
Career - aspects of relationship that prepare the protégé for career advancement
Sponsor protégés for projects or important assignments Provide coaching and performance feedback Protect the protégé from career mistakes or derailment Help the protégé coordinate professional goals
![Page 6: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/6.jpg)
Mentor Behaviors
Psychosocial - aspects of relationship that enhance the protégé's sense of competence, identity, and work-role effectiveness
Convey respect for the protégé Counsel the protégé through difficulties Serve as a role model for effective behavior Provide support and encouragement
![Page 7: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/7.jpg)
Type of Relationship
Dimensions for Comparison
Scope of support received
Extent of reciprocity
Role prescribed behavior?
Time-bound interaction?
Workplace mentoring
Task-related, professional, &
personal
Moderate to high
Sometimes Yes
Workplace friendship
Task-related, professional, &
personal
Moderate to high
No No
Social support at work
Task-related & professional
None required No Yes
Supervisory relationship
Task-related & professional
Low to moderate
Yes Yes
Coaching relationship
Task-related & professional
None required Yes Yes
Eby, 2011
How Mentoring Differs From Other Work Relationships
![Page 8: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/8.jpg)
Benefits of Mentoring
Protégés Mentors Organizations
![Page 9: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/9.jpg)
Benefits of Mentoring for Protégés
The receipt of mentoring is related to Higher compensation & faster salary growth More promotions & higher expectations for
advancement Higher job & career satisfaction Greater career commitment
Effect sizes are small to moderate
![Page 10: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/10.jpg)
Benefits of Mentoring for Mentors
Mentoring others is related to Stronger perceptions of career success Higher job satisfaction & organizational
commitment Faster promotion rates Higher incomes Personal gratification
Effect sizes are small to moderate
![Page 11: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/11.jpg)
Benefits of Mentoring for Organizations
Little research focused at the organizational level Some evidence to suggest…
Having a formal mentoring program associated with organizational attractiveness
Organizations with a greater proportion of employees who are being mentored report higher overall agency performance
Individual-level outcomes can translate into benefits at the organizational level
![Page 12: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/12.jpg)
Factors Associated with High Quality Mentoring Relationships
Protégé individual differences Ability, learning orientation, open to feedback
Mentor individual differences Empathetic concern, helpfulness, proactivity, openness
to experience
Organization Open climate for employee development
![Page 13: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/13.jpg)
Formal Mentoring
Number of companies with formal mentoring programs continues to grow Typically medium to large organizations
71% of Fortune 500 firms report formal programs All different industries & sectors 75% of executives report that mentoring played a
key role in their career (ASTD report)
![Page 14: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/14.jpg)
Research on Formal Mentoring
Less effective than informal mentoring Reasons include less commitment, motivation,
& unrealistic expectations
But, high quality formal relationships can rival informal relationships Program design features can increase the
likelihood of high quality relationships Program understanding & mentor commitment
![Page 15: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/15.jpg)
Mini Case Study
Charles Weekly is the Human Resources Director of Teetop Industries. The CEO of Teetop read a recent article in the popular press about the benefits of mentoring. He has charged Charles with creating a mentoring program for Teetop. When Charles asked the CEO for some direction regarding the objectives of the program, the CEO replied, “That is what I am paying you for. Mentoring is good. Make it happen.”
How should Charles proceed?
![Page 16: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/16.jpg)
Recognizing Barriers to Mentoring Program Success
What are the challenges associated with designing and implementing mentoring programs? Program level Relationship level
![Page 17: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/17.jpg)
Program Level
Reliant on short-term funding Lack of support for program administration Lack of a culture of volunteering or mentoring Stand-alone initiative with over-ambitious goals Time compression
![Page 18: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/18.jpg)
Relationship Level
Lots of potential problems
Both protégé & mentor report problems
Should not be surprising We have all had bad relationships All relationships have benefits and costs Relationships are a lot of work Relationships change over time
More likely to occur in formal mentoring relationships
![Page 19: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/19.jpg)
Problems Reported by Protégés
Mismatches (values, work styles, personality) Lack of mentor expertise (technical, interpersonal) Mentor neglect Inappropriate delegation by mentor Credit-taking by mentor Tyrannical behavior by mentor
![Page 20: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/20.jpg)
Problems Reported by Mentors
Time drain Protégé is unwilling to learn Egocentric and defensive protégé Mismatches (values, work styles, personality) Disingenuous or submissive protégé Jealous or competitive protégé
![Page 21: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/21.jpg)
Do These Negative Experiences Matter?
Yes! Mentoring problems are associated with
Less favorable work attitudes Less favorable career attitudes Psychological reactions (e.g., stress) Psychological withdrawal (e.g., disengagement) Turnover intentions
Negative experiences often more salient than positive
Protégés probably more affected than mentors
![Page 22: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/22.jpg)
Keys to Formal Program Success
Clear objectives Support from the top Thoughtful matching process High quality mentors Provide training and set expectations Ongoing interaction support Evaluation
![Page 23: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/23.jpg)
Establish Clear Objectives
Common objectives of mentoring programs: Retention (47%) Enhancing performance/specific skills (37%) Succession planning/career development (29%) Diversity development (22%) Organizational socialization (20%)
Link program to other HR systems
![Page 24: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/24.jpg)
Support from the Top
Find a high-level champion Do not want to be perceived as latest fad Communicate
General support Does management role model effective mentoring? Is mentoring behavior valued in the organization?
Are there resources available to support a mentoring program? Shared enthusiasm for a program Group or board to oversee a program Monetary resources for pilot programming, training
etc.
![Page 25: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/25.jpg)
Thoughtful Matching
Challenge:• Naturally occurring mentoring relationships often
developed based on similarity• Formal mentoring relationships often based on
dissimilarity
What to Consider:• Give mentors & protégés input into the match• Perceived similarity associated with positive outcomes• Mixed results regarding actual demographic similarity• Consider preferred work styles and logistics
![Page 26: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/26.jpg)
High Quality Mentors
Select mentors carefully! Not everyone has the skills to be a mentor
Effective mentors…• Are dedicated to the development of self and others• Are committed to the role and the formal process• Have expertise that is critical to the situation and are willing
to share• Give honest feedback• Push the protégé to excel• View their work as a “calling”
![Page 27: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/27.jpg)
Thank Your Mentors
![Page 28: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/28.jpg)
Training
Three tier system
Basic training
![Page 29: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/29.jpg)
Basic Training
Define mentoring Outline program objectives Review responsibilities of mentors and of
protégés Review role of program staff Set expectations for what the program can and
cannot do Establish relationships structure and boundaries Describe potential relationship challenges
![Page 30: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/30.jpg)
Training
Three tier system
Relationship skills
Information tailored to unique goals, objectives of program
Basic training
![Page 31: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/31.jpg)
Ongoing Interaction, Support, Accountability
Accountability systems – coordinating body, HR dept, mentor, protégé Procedure for terminating bad matches
Opportunity to share experiences Peer to peer mentoring
Email contact Check in on goal progress Copy of initial guidebook Comparative information
![Page 32: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/32.jpg)
Evaluation
Collect data at regular intervals (e.g., 3, 6, 12 month checkpoints)– Quantitative and qualitative – Must tie back with purpose and goals of the program– Document the value of mentoring in financial terms
![Page 33: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/33.jpg)
Evaluation
“Soft” Data Track benefits
Increased job satisfaction
Decreased stress
Compare outcomes of mentored group to group not mentored
“Hard” Data Compare the cost it would
take to reach same outcome through other means (e.g., traditional training)
Analyze regretted loss turnover among mentored versus nonmentored employees
![Page 34: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/34.jpg)
Key Future Research Needs
What is the best way to match mentors and protégés in formal programs?
What is the specific content needed for effective training?
More practice-research collaborations
![Page 35: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/35.jpg)
Closing Thoughts Mentoring has the potential to add value
To protégés, mentors, the organization
There are also challenges
Careful planning and program monitoring can increase the chance of program success Program must have clear purpose and goals Expectations of participants should be managed Provide on-going support
Informal mentoring should not be viewed as a replacement for informal mentoring within the organization
![Page 36: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/36.jpg)
Acknowledgements
Lillian Eby, University of Georgia Lisa Finkelstein, Northern Illinois University Mark Poteet, Organizational Research & Solutions Current and former grad students
![Page 37: Workplace Mentoring: Benefits and Strategies for Success...Workplace Mentoring: Benefits and Strategies for Success Tammy D. Allen Department of Psychology. CIMR February, 2011](https://reader034.vdocuments.mx/reader034/viewer/2022042021/5e77dc4690d08e3a130fd252/html5/thumbnails/37.jpg)