Mentor Me Mentor You Heather Pickard Liz Gee

Mentor Me - Mentor You Heather Pickard Liz Gee

What we wanted to do …. Design a peer to peer mentoring scheme as part of the scheduled extra curricular Career Planning activities. These are sessions specifically devised to enhance employability and operate in years 1 and 2.

Methodology This was a pilot project to explore the possibility of embedding such a scheme in the Career Planning scheme of work Our aim was to ensure the mentoring was: - relevant - transferrable and scale able across courses - student focused - engaging

Methodology The aim was achieved via a stepped process: - Train the tutor - Tutors recruit and then work with students to become mentors - Students operate as mentors - Mentees become mentors - Ongoing process

- What we did………………… Developed a training programme and resources Hosted ‘train the trainer ‘ workshops Recruited mentors…………. How? Hosted mentoring skills training session Recruited mentees…. . How? Matched mentees with mentors…. . How? Provided mentoring supervision Hosted an evaluation workshop

Powerful questions - Your participation

Feedback - What participants said…………….

Mentor reflections: ‘the importance of developing these skills to be effective in the workplace’; ‘learning new skills and especially related to, and the importance of listening’; ‘increased confidence’ and ‘it was interesting to use using the OSCAR model to structure the approach and interaction with my mentee. ’

Further evaluations The final workshop provided an opportunity to implement a focus group method of research. The Focus Group identified the key impacts on mentors including: - the opportunity to ‘put skills into practice’, -Identification of learning skills that can be used in the workplace -recognition that the skills can be applied to a wide range of situations. -the value of adding this experience ‘on to my’ CV was highlighted. Several students indicated that having to write a reflective review after each mentoring session reminded them of the importance of this activity in their own personal development.

Strengths Weaknesses • Greater understanding of UAL processes • Integration between year groups • Crossing the mentee/ mentor boundaries • Difficult to obtain feedback • Timing + availability of mentee/mentor Key considerations Opportunities Threats • Application of theory to practice • Reinforced effectiveness of the reflective process • Pressure on the mentor to ensure the mentee succeeded • Mentees not committed

What we did…. - Created and agreed a project brief Developed training programmes and resources Hosted ‘train-the-trainer’ workshops Recruited mentors Hosted mentoring skills workshop Recruited mentees Provided mentoring supervision Hosted an evaluation workshop

- What resources we developed………. Scheme of work Session plans Learner/ mentor workbook Reading lists Worksheets Mentor- Mentee agreements Self- assessment tools

What we want you to do …. - With the person sitting next to you spend 4 -5 minutes discussing A. What is the potential for a similar programme in your area of work? and then B. What might be the challenges if you were to implement such a programme? THEN turn your conclusions into 1 or 2 key questions that you want to ask

What are your questions…. ? ? ? Q and A

- Where can I find out more? ……. Contact details: Heather Pickard h. pickard@fashion. arts. ac. uk Liz Gee l. gee@fashion. arts. ac. uk

Resources Garvey, B; Stokes, P; and Megginson D (2014) Coaching and Mentoring Theory and Practice 2 nd Edn. London: SAGE Gilbert, A and Whittleworth, K (2010). OSCAR Model of Coaching. Monmouth: Worth Consulting Ltd. Hawkins, P. (2012). Creating a coaching culture: developing a coaching strategy for you. Maidenhead: Open University Press Whiteworth, L; Kimsey-House, H; and Sandahl, P (1998) Coactive Coaching. London: Davies Black Publishing Journal of Evidence Based Coaching and Mentoring http: //www. business. brookes. ac. uk/research/areas/coachingandmentoring/ http: //www. brainmark. vn/en/the-brand-story/brainmark-consulting-and-training/the-differences -between-coaching--mentoring/141/4

Additional resources. CLUTTERBUCK, D. (2004) Everyone needs a mentor : fostering talent in your organisation. 4 th ed. London : Chartered Institute of Personnel and Development. HAWKINS, P. (2012) Creating a coaching culture: developing a coaching strategy for you. Maidenhead: Open University Press. LAMPSHIRE, J. and LEWIS, L. (2008) Coaching and mentoring. HR study, no 897. London: IDS. Chartered Institute of Personnel and Development, Coaching CIPD toolkit. London: CLUTTERBUCK, D. (2013) Teaming up for a coaching culture. Training Journal. February. pp 65 -69. DUNNETT, R. (2012) Mentoring matters. Director. Vol 65, No 6, February. pp 50 -53. MARRIS, B. (2012) Leaders - when are you coaching, mentoring or consulting? Human Resources (New Zealand). Vol 17, No 4, October/November. pp 12 -13. 
 
MURPHY, W. M. (2012) Reverse mentoring at work: fostering cross-generational learning and developing millennial leaders. Human Resource Management. Vol 51, No 4, July/August. pp 549 -574. WOLFF, C. (2012) How to deliver an employee coaching programme: the 2012 Xpert HR survey. IRS Employment Review. 7 March. , 9 pp. WOLFF, C. (2012) How to make a success of employee coaching: the 2012 Xpert HR survey. IRS Employment Review. 7 March 2012. 8 pp