OVERALL RESULTS LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR
- Slides: 24
OVERALL RESULTS, LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THE PILOT MENTORING PROGRAMME
Agenda 1. Background to Mentoring 2. Overall Results – Mentees – Mentors – Line Managers 3. Mentoring Process – Approaches Used – Key Findings & Future Recommendations 4. Overall Recommendations for Mentoring
Background to Mentoring • Pilot mentoring initiative setup by OHM in early 2001 • Sites included in the pilot are: – NEHB, NWHB, MWHB and ECAHB – Beaumont and Mater Hospitals • On average, had 12 pairs per site • Pairs have been up and running for over 1 year
Objectives of the Pilot • To achieve a positive learning culture within the organisation • Enhance communication across the organisation • Broaden the knowledge base of our staff and sharing best practice • Strengthen the management capability of the organisation • Facilitate personal growth and professional development • Help individuals plan their career development within the service • Retain staff who will feel valued and supported
Results in this presentation represent the national results for all organisations involved with the pilot mentoring programme.
Overall MENTEE Results • Mentoring Programme has achieved significant results for individuals.
Mentee Satisfaction with Positive Impact of Mentoring on Management Skills
MENTEE Top Attributes Positively Impacted by Programme • Increase in confidence has led to increases in the other attributes
Overall Line Manager Results • Very positive feedback on results of programme
Mentoring has Increased Knowledge of the Organisation • Knowledge is Power!
Overall Results for Reflection Mentee Mentor “Reflection must become routine for all of us”
Overall MENTOR Results • Results clearly indicate, significant positive results for mentors personal development and management skills
OVERALL RESULTS, LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR APPROACHES TO: (1) Nomination (2) Selection
Nomination and Selection Results • Results indicate that SELF-NOMINATION was the preferred option for the pilot • Longer-term, JOINT-AGREEMENT WITH LINE MANAGER is the preferred option (tied to PDP) Nomination Selection Adequately Informed of Why You Were Chosen
Communications to Line Manager • Communications to line managers were minimal – Received initial mentoring documentation and requested to nominate employees – Resulted in some cases to incorrect nomination of some employees – Communications on progress were left to mentees – Resulted in mentoring ‘being forgotten about’ in some cases
Timeframe for Pilot Programme • The initial timeframe was 12 months • 57% of mentees feel this was sufficient • 30% feel it should be longer • Average meetings per pair was 6 • Recommend that 12 month timeframe continues • Recommend that pairs have 10 – 12 meetings a year
Types of Issues Discussed
Overall Recommendations (1) • Mentoring is a proven, successful, cost-effective, internal form of one-to-one development • Almost all agreed that mentoring was a valuable addition to existing forms of development • Provides a ‘safe’ place for mentees to discuss issues • Mentoring does not suit everyone
Overall Recommendations (2) • Prospective mentees should choose prospective mentors outside their discipline area • Mentoring should be decided jointly by line manager and staff member • Best achieved through a Personal Development Planning (PDP) process
Overall Recommendations (3) • Mentoring should be introduced to all as part of the Induction process • Mentoring should be available to all, but particularly for: – First Time Managers / Supervisors – New Recruits – Existing Staff in a New Role / New Work Setting
Mentoring must have a place in the overall People Strategy Training & Development Programmes Mentoring People Strategy (HR, APPM, OD, Personal Development L&D)HR & Change Planning (PDP) Programmes “People Serving People”
Overall Recommendations (4) • Mentoring should continue to be offered in each health board to: – Maximise on the trained cohorts – Build on the momentum – Offer a cost-effective, internal form of development “The worst thing would be to stop and do nothing”
Overall Recommendations (5) • Review the results and identify where mentoring fits in to their people strategy both in the short and long-term • Need to setup a support /network for both mentees and mentors • All staff to be educated on mentoring and its benefits • The timeframe between training and the first mentoring meeting should be a maximum of 4 – 6 weeks • Mentoring SHOULD NOT replace other forms of development
Overall Recommendations (6) • Those engaged in conducting PDPs, to be aware of all of the development interventions available and the differences between them • Need to resource adequately for a mentoring coordinator role
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