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Women in Universities Mentoring Scheme (WUMS)

Women in Universities Mentoring Scheme (WUMS). Induction Presentation Llinos Spargo 21 st February 2011. What is mentoring?.

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Women in Universities Mentoring Scheme (WUMS)

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  1. Women in Universities Mentoring Scheme (WUMS) InductionPresentation Llinos Spargo 21st February 2011

  2. What is mentoring? Mentoring is to support and encourage people to manage their own learning in order that they maximise their potential, develop their skills, improve their performance and become the person they want to be Eric Parsloe, The Oxford School of Coaching and Mentoring

  3. What is Mentoring? (2) • A method of enhancing personal development of individuals • Confidential • One to one relationship between an individual and a more senior or experienced person • Increasingly used to develop staff to their full potential

  4. A helpful relationship, based on mutual trust and respect, which gives an individual the opportunity to overcome obstacles to career progression and to become proactive in maximising on learning and development opportunities.

  5. Why a mentoring scheme? • Described by SET FAIR Greenfield Report as a key mechanism for increasing the participation and progression of women in science, engineering and technology • Greenfield SET FAIR Report (2007), www.set4women.gov.uk/set4women/research/greenfieldreport.pdf • Recognised as most proven method of professional development in the workplace today • Clutterbuck Associates (2005) www.clutterbuckassociates.com

  6. How can WUMS help? Encouragement Advice Support Build confidence Increase visibility of senior HEI women staff Reduce feelings of isolation Institute of Management report found that women tend to be far more optimistic about their own prospects when they can see women directors and managers working above them Institute of Management, ‘Focussed Females Forge Ahead’, press release (London: Institute of Management, 20th September 2001)

  7. How does the WUMS work?

  8. Process • Change in procedure – applications welcomed, and processed, throughout the year • The “Matching process”; what criteria used? • Induction and Training for Mentees and Mentors • Evaluation of matched partnership • Support available from project co-ordinator or Steering Group member

  9. Mentee Training • Expectations: What mentees should get out of the experience? • Identifying personal weaknesses and strengths. • Help set personal and professional goals; how Mentors can help • Differences between ‘coaching’ and ‘mentoring’

  10. Mentor Training • Purposes and value of mentoring  • Role and responsibilities of mentors and mentees  • Mentees’ needs, characteristics and possible goals  • Relationships and personality influences on mentoring  • Mentoring skills

  11. Discussion Topics • Career aims • CVs & Interview techniques • Interpersonal & Communicationskills • Assertiveness • Time management and prioritisation • Obtaining membership of professional bodies • Part-time lecturing • Team working • Appraisal • Lobbying • Managerial language

  12. Benefits for mentees: Increased self-confidence, motivation and assertiveness Improved research, career development and personal skills Career enhancement Critical self-appraisal and career planning Enhanced networking opportunities Reduced feeling of isolation in male dominated departments Access to senior women role models

  13. Benefits to mentors: Expanded networking opportunities Support from other mentors Renewed self confidence and recognition Improved relationships with other senior women Enhanced interpersonal and people management skills Personal satisfaction New perspectives Improved listening skills Feeling of ‘giving something back’

  14. Advantages of External Mentors • Creates networking opportunities • No preconceptions • No internal politics • No power struggles/relationships • Provides wider horizons • Mentees have opportunity to see a different environment • No concerns re’ confidentiality • No scope for nepotism

  15. Benefits to institutions: Opportunities for collaborative research Improved motivation of staff Better networking opportunities More constructive relationships between HEIs

  16. Flexible approach Allow relationships to develop organically and without undue supervision or intrusion Make the scheme responsive and customisable to the needs of the participants Cultivate a relaxed, open and approachable culture that is receptive to changing circumstances

  17. How do we know if it works? Feedback and monitoring allows us to: Gauge how you think your mentoring relationship is progressing Assess if we need to make any changes to the project administration or logistics Receive critical feedback and suggestions for change and improvement

  18. General Housekeeping Further training/development identified Expenses Number of mentoring meetings Confidentiality Ways to conduct mentoring meetings Face to face Tele-conferencing Video conferencing Skype If any problems arise from mentoring partnership

  19. Any Questions?

  20. Thank YouDiolchynfawr

  21. Ms Llinos Spargo Project Coordinator/Cydlynydd Prosiect Women in Universities Mentoring Scheme (WUMS)/ Cynllun Mentora Menywod mewn Prifysgolion University of Glamorgan/PrifysgolMorgannwg Treforest Pontypridd CF37 1DL Tel/Ffôn: 01443 483568 Email/E-bost: wums@glam.ac.uk Website: http://wums.glam.ac.uk

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