Developing Mentoring Skills for the Workplace (DMS)

1. Developing Mentoring Skills for the Workplace (DMS)

2. Programme • 9.30 Welcome back • 9.45 Session 1: The principles of mentoring • 10.30 Session 2: Benefits of mentoring • 11.00Break • 11.15 Session 3: Mentoring tools and techniques • 12.30 Lunch • 13.30 Session 4: Implementing mentoring schemes • 14.30 Practical sessions (inc. break) • 16.30 Assessment briefing • 17.00 Summary and close

3. Learning objectives By the end of the unit you will be able to: • explain the principles of mentoring • explain the benefits of mentoring in the workplace • apply mentoring tools and techniques

4. Skills assessment briefing

5. The principles of mentoring SESSION 1

6. Activity 1 Small groups. 15 mins. Discuss what is meant by ‘mentoring’ what are the differences between counselling, training, coaching and mentoring? why might we use mentoring in the workplace?

7. Definitions

8. Values and beliefs behind mentoring

9. Characteristics of the mentoring relationship • no line responsibility between mentor and mentee • mentor not involved in any assessment or appraisal of mentee’s performance; remain non judgemental/neutral/objective • mentor often senior to mentee (although doesn’t have to be so; e.g. peer-to-peer mentoring) • focus on mentee’s overall not specific development • mentor’s both support and challenge • mentee-driven • mentors cope with ambiguity, lack of structure as part of their role - responding to the mentee’s needs as they arise

10. Stages in the mentoring relationship High Most learning Ending Contracting Intensity of learning Low Time (Clutterbuck)

11. Benefits of mentoring SESSION 2

12. Activity 2 • Small groups. 15 mins. • Discuss the benefits of mentoring for: • the organisation • the mentor • the mentee

13. Benefits of mentoring • For the organisation: • improved induction of new people into new roles with fewer mistakes made • enhanced abilities of both mentor and learner increasing productivity and efficiency • improved staff morale • more committed and loyal learners • demonstrable to staff that development is taken seriously • helps attracting talent • reduced staff turnover (people who are mentored are more likely to stay) • mentors think more about how they go about their own work • ensuring good (the ‘right’) management skills are transferred from one level (senior and/or experienced) to another (junior and/or inexperienced) • promoting a management style which encourages ‘letting go and empowering’ • placing the emphasis for people development away from HR/Training and onto managers • cost-effective and practical development programme

14. Benefits of mentoring • For the mentor: • greater self-awareness.   • seeing the company through another person’s eyes • improved interpersonal skills, especially questioning and listening • more opportunity to give and receive feedback • understand what people face when their starting point is different to own • greater job satisfaction • learning more about what motivates others • increased personal reputation within the organisation

15. Benefits of mentoring • For the mentee: • building self-confidence • settling into new jobs/situations quicker with fewer mistakes in the process • developing different ways of working • having an effective role model • feeling valued as an individual rather than ‘a number’ • more motivated through personal encouragement and support • using mentor’s own network of contacts to improve own visibility • receipt of honest, non-judgmental feedback from someone who has no agenda • learning to be independent and think for self • encouragement to explore your own potential • gain insight into more senior levels of the organisation • greater understanding of the ‘political’ environment and culture of the business • learning to be flexible; seeing things from a different perspective

16. Benefits of mentoring • Promotion: • 75% executives point to mentoring as playing a key role in their careers; • 44% CEO's list mentoring programs as one of the three most effective strategies to enhance women's advancement into senior management (ASTD) • Productivity: • Managerial productivity increased by 88% when mentoring was involved, versus only a 24% increase with training alone; • 71% of Fortune 500 companies use mentoring to assure learning occurs in their organisations (ASTD) • Development: • More than 60% of college and graduate students listed mentoring as a criterion for selecting an employer after graduation (MMHA); • 76% of Fortune's top 25 companies offer mentoring programs (Fortune Magazine); • 96% of executives say mentoring is an important development tool (Account Temps) • Retention: • 77% of companies report that mentoring programs were effective in increasing employee retention; • 35% of employees who do not receive regular mentoring look for another job within 12 months  (ASTD)

17. Mentoring tools and techniques SESSION 3

18. Mentoring styles Directive Non-directive Mentor’s input COACHES’ input mentoring coaching Mentee’s input COACHEES’ input Tannenbaum & Schmidt

19. GROW model

20. The ‘GROW’ model (I) • For our work together generally/for this session? • What will achieving this do for you? • What will success sound/look/feel like? • How will things be different from now? • How can I help you best? Goal • What’s happened so far? • Who’s involved? • What’s happening now? • How does this challenge you? • What have you done so far? • What’s the effect on you? • What stops you from moving forward? Reality

21. The ‘GROW’ model (II) • What else could you try? • What if…? • If s/he were here now, what would you say? • What stops you? • What are the pros and cons of each option? • If you weren’t (unsure/nervous/tentative), • what would you do? Options • What are you going to do? When? • Will this meet your objectives? • What problems might come up along the way? • How to overcome them? • What/whose support do you need? • On a 1–10 scale, how motivated are you? Will (Review) * Based on the work of John Whitmore and his book, Coaching for Performance (Nicolas Brealey Publishing)

22. Skills of the mentor

23. Levels of communication Emotions Beliefs, values, motives Opinion, judgement Facts, information, data Ritual, cliché

24. Implementing mentoring schemes SESSION 4

25. Getting started

26. Pairing mentors and mentees

27. The mentoring contract CORPORATE OBJECTIVES Ensure they're in place, clear, simple & communicated WRITTEN or VERBAL Pros & Cons TRAIN / INFORM Mentors & Mentees in how to Contract KEEP THINGS simple, jargon-free GIVE MENTORS /MENTEES flexibility, choice, ownership CONSIDER........ SET DOWN MIN. EXPECTATIONS INDIVIDUAL OBJECTIVES should support Corporate objectives E.g. - numbers of meetings KEEP the BASICS of CONTRACTS consistent throughout the scheme - length of meetings - confidentiality - regular progress reviews

28. Activity 3 • Small groups. 20 mins. • Discuss how you would: • market a mentoring scheme internally • evaluate mentoring • Present your ideas on flip chart.

29. Marketing mentoring schemes (Adapted from Klasen & Clutterbuck)

30. Evaluating mentoring schemes

31. Skills assessment

32. Assessment briefing - DMS