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How to set up a Mentoring Programme<\/h2>\nHow to set up a Mentoring Programme<\/h2>\nSetting up a successful mentoring programme that delivers the results you are looking to achieve can be complicated. If the organisational culture is at odds with the philosophy of mentoring, or the senior management are paying lip service to the programme\u2019s introduction, you will have your work cut out. Follow these 8 key steps for design success!<\/p>\n
I spend a considerable amount of time creating bespoke programmes<\/a> for my clients, before I start to think about the design, I like to talk to some of the key stakeholders who may become involved as prospective mentors and mentees. Plus\u00a0some of the senior leaders who may be expected to support and sponsor the programme\u2019s implementation. The questions I ask are quite simple:<\/p>\n This feedback is essential to inform the mentoring programme design, particularly around influencing stakeholders, communication\/publicity and briefing content before the programme commences.<\/p>\n Sponsorship Mentoring<\/a> focuses on career sponsorship by the mentor and is often a relationship where the power dimension between mentor and mentee is fairly strong. At it simplest, sponsorship is about the mentor or sponsor pushing the prot\u00e9g\u00e9e or mentee up the career ladder!\u00a0However, it can have its uses in developing underrepresented talent and some clients will ask for a sponsorship programme to be designed.<\/p>\n Or Developmental Mentoring<\/a>, which places greater emphasis on learning and development and focuses on the capability and potential of the mentee. Many mentors will gain as much from the relationship as the mentee. The mentee\u00a0takes responsibility for their own learning and is responsible for their own agenda. Developmental mentoring should be a mentee driven, two-way learning relationship.<\/p>\n These days many Talent Management<\/a> mentoring programmes, will decide to take some elements of sponsorship into their design also. It is wise to be absolutely clear on the outcomes of mentoring required before defining the roles and behaviours of the mentor for your programme. Also agree where mentoring should sit on the developmental-sponsorship spectrum.<\/p>\n An effective mentoring programme should consider the following eight steps in its design:<\/p>\n Some of the aspects to evaluate include: programme and relationship processes, selection criteria, proportion of successes\/failures, the training, programme support, meeting frequency\/relevancy\/value and the learning acquired. Certainly measure how the programme impacts on the retention, promotion, and performance of individuals and some of the less tangible aspects such as self-confidence and self-belief.<\/p>\n <\/p>\n Take a look at our\u00a0Virtual Programme Management<\/a> if you need help running an existing scheme, or look at our Mentoring Starter Package<\/a> and choose just those items you need to reinvigorate your mentoring.<\/p>\n We pride ourselves as being a one-stop shop for all aspects of your mentoring programme<\/a>.<\/p>\n\n
Mentoring programme design \u2014 What type of mentoring will you use?<\/h2>\n
Sponsorship Mentoring<\/h3>\n
Developmental Mentoring<\/h3>\n
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<\/p>\n1. The Rationale for a Mentoring Programme<\/h2>\n
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What is the requirement for mentoring and how is it going to add value or contribute strategically to the organisation? It is so important to identify what the objectives are for the mentoring programme and what outputs or success factors you are seeking to obtain from the programme. The number of organisations who begin by identifying a pool of mentors and then hunting around for suitable mentees for them to work with is quite terrifying!<\/p>\n\n
Make it Work<\/h3>\n
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Fatal Flaws<\/h3>\n
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2. Influencing Stakeholders<\/h2>\n
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Setting up and running any mentoring programme begins by influencing and gaining key stakeholder<\/a> buy-in to the programme. Senior leadership support is vital. By exhibiting their commitment and enthusiasm to the mentoring programme, it will influence other organisational members to engage in the future. Will you be identifying one particular mentoring champion to lead the programme? Who is going to have ownership of the programme within the organisation, will this be with HR or the line?<\/p>\n\n
Make it Work<\/h3>\n
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Fatal Flaws<\/h3>\n
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3. Clear Recruitment Strategy<\/h2>\n
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After identifying the purpose of the programme<\/a>, the mentee target group and needs should be clear. Make clear if there are particular eligibility criteria. Then consider who might be the best mentors<\/a> to work with them. Always seek programme participants on a voluntary basis. Design a process for fair and equitable recruitment, unless this is a specific talent programme<\/a> linked to other initiatives. Your organisation might be fortunate and be able to call on alumni mentors<\/a>.<\/p>\n\n
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Fatal Flaws<\/h3>\n
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4. Communication and Marketing<\/h2>\n
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How the programme is being communicated to the rest of the organisation is important. Keep it too secret and it is viewed as elitist. Too much publicity may lead to oversubscription.\u00a0Don\u2019t forget to communicate to third parties who may be impacted by your programme. This might include the line managers of the mentees. They will need to be aware of what the programme aims are, how it will support the mentee in their job role, and what the line manager might need to give input in.<\/p>\n\n
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5. Preparing the Participants<\/h2>\n
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Research has demonstrated that relationships are three times more likely to succeed if formal training of mentors and mentees has taken place. As well as mentoring skills development<\/a>, training provides the opportunity to raise concerns and questions prior to the relationship commencing. As a minimum, this preparation should encompass the programme purpose, objectives and process, roles and responsibilities of mentor and mentee, contracting, agreeing expectations and boundaries<\/a>, skills and techniques (with an opportunity to practise in a safe environment) and the understanding of the life cycle of a relationship.<\/p>\n\n
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6. The Matching Process<\/h2>\n
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This can involve identifying selection criteria and assigning pairs or allowing self-selection for the mentor and mentee. Some choice should be allowed, as the most successful matching occurs in relationships where both parties felt they had influenced who they work with. It is very important that if either party in a mentoring relationship is uncomfortable with the way it is going, that support is available and a \u2018no fault\u2019 separation clause can be invoked. Matching can involve using specialised software or a bespoke mentoring matching algorithm<\/a>.<\/p>\n\n
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7. Supporting the Mentoring Programme<\/h2>\n
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Allowing mentors and mentees to meet in support or supervision groups<\/a> on a regular basis is one way of providing ongoing support to a mentoring programme and supervision to the mentors. An opportunity to discuss concerns, perhaps gain some further knowledge or skills training and to network generally with other participants of the programme is critical.<\/p>\n\n
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Fatal Flaws<\/h3>\n
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8. Review and Evaluation<\/h2>\n
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Assess the mentoring programmes to provide formative evaluation<\/a>. Use this to review the design and future implementation of the programme. In addition, complete summative evaluation at the end of each cycle of the programme. Conduct evaluation at the programme and relationship level and focus on both process and outputs.<\/p>\n\n
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Fatal Flaws<\/h3>\n
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The Role of the Mentoring Co-ordinator<\/h2>\n
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Every mentoring programme needs a key individual(s) to take responsibility for the day-to-day running and operation, whether or not they were responsible for its initial design and implementation. The role of the mentoring co-ordinator<\/a>(s) or manager(s) is to:<\/p>\n\n
How do I setup my mentoring programme?<\/h2>\n
Mentoring Programme Design free exploratory call<\/h2>\n