Three times more likely to succeedExpert Mentoring help

The Coach Mentoring team has developed and supported mentoring for many organisations on a global basis with our combination of consultancy and products.

CIPD (Chartered Institute of Personnel and Development) Case Study

CIPDAt the end of 2014, the CIPD wanted to launch a pilot mentoring programme with a view to supporting their career development offering. The programme’s objectives were to support CIPD members in:

  • Gaining their first role in HR
  • Making a transition in their next role to another area of HR
  • Gaining a promotion in HR role

The requirements were to run the scheme virtually to enable a broad access and to gather feedback and evaluation data with a view to rolling out the programme to more members.[Read more...]

The key areas where Coach Mentoring supported the CIPD were in:

  • Initial support to scope out the programme to meet the needs of the Careers Service
  • Interactive virtual training and supervision via WebEx for mentors and mentees
  • Matching of all pairs (50 to date)
  • Evaluation of the programme using both questionnaires and qualitative interviews and the preparation of an evaluation report

Feedback from the pilot was that all mentors would take part again and most of the mentees and everyone would recommend the programme to their colleagues. There was also much useful data, which will influence the future roll out of any mentoring within the CIPD Careers Service. Coach Mentoring Ltd continued to work with the CIPD in 2015/16 on the roll out of the next stage of their mentoring service to members. Coach Mentoring is continuing to support the CIPD with this programme throughout 2017.

The Royal Society of Chemistry Mentoring Programme Case Study

RSCSince 2014 Coach Mentoring has supported the Royal Society of Chemistry in designing and developing a mentoring programme for their employees.

Sue Hughes, Training and OD Manager, is very impressed with the level of commitment and rigour applied by Coach Mentoring in the materials and support offered on the design. The RSC has, in a very short period of time, had over 80 mentors volunteer to join the programme, and so far they have 15 relationships underway with a further 32 mentees being trained and matched before the end of 2015.[Read more...]

Sue says “Thanks for all your help over the past year to make this happen, it has really helped me think and make decisions on the mentoring programme and the programme is definitely a better product for having Coach Mentoring involved. We have already had some great feedback from employees, and our drop in sessions have been really valuable in generating a lot of interest in mentoring.”

AOMP (Across Organisational Mentoring Programme) Case Study

Across Organisational Mentoring ProgrammeFollowing the launch of the AOMP mentoring pilot in April 2016 with eleven mentoring pairs across several countries and six Humanitarian and Development Organisations, a further programme has been delivered in 2017 with planning for the 2018 cohort ongoing for an October launch. Participating organisations in 2017 included British Red Cross, War Child, CAFOD, Unicef UK, Save the Children, UNHCR, WaterAid, World Vision and Plan International, and in 2018 we hope more organisations will join the programme.

All participants are briefed on the process and skills of mentoring through webinars and individual virtual sessions, set at times to allow access across different time zones.  A comprehensive workbook for mentors and mentees is provided as an additional resource.[Read more...]

Several weeks after the matching is announced and the programme launched we contact everyone for a soft-touch check-in to ensure that everyone has started their mentoring relationship, offering further support if required. We also contact them on another two occasions to gain feedback on progress and their thoughts on the mentoring programme overall, which feeds into delivery of future programmes.

Mentors join the programme mainly to give something back and for professional development, with the majority having mentored before. Maintaining contact with each other is mainly through Skype and email, with a few being able to meet face to face where located geographically close to each other.

Mentees state that the roles their mentors mostly adopt are ‘thinking partner’, ‘professional friend’, ‘guide’, and ‘sounding board’, and that areas discussed included their current role; personal development; career planning; self-awareness/insights; and skills, knowledge and interpersonal skills. They acknowledged that the inter-organisation element of the programme was highly beneficial and that they may not have received as much benefit had it been in-house only. The benefits included having a better understanding of how Humanitarian/Development organisations operate, and feeling part of a bigger network.

Mentee Quote — “My mentor has provided an impartial yet experienced view on the career decisions that I have had over the past six months, which has really helped me to be better informed and more confident in making them.”

Mentor Quote — “This initiative is highly valuable and positively impacts and builds capacity of more junior staff (the mentee), as well as refreshing the skills and knowledge of senior staff (the mentor)”.

NWDA (North West Development Agency) Case Study

NWRDAThe NWDA Business mentoring programme commenced in September 2009 and is seeking to support 3,000 SME leaders and managers in the North West of England over a three-year period. The aim of the programme is to establish an exemplary one–to–one mentoring programme demonstrating accredited quality standards. The focus of the mentoring is on small businesses with the potential to grow, which is a core objective of increasing the availability and standard of mentoring provision in the region and robust evaluation.[Read more...]

The delivery model has four key elements to it to ensure these deliverables:

  1. a quality framework based on the ISMPE standards (International Standards for Mentoring Programmes in Employment),
  2. a central co-ordination team,
  3. delivery through a trained and quality controlled provider network and,
  4. ongoing monitoring and evaluation.

Given the number of people involved in the scheme, a train-the-trainers approach to mentor development was adopted, with a number of professional mentoring organisations (the providers) being contracted to actually deliver the mentor development to the mentors.

The on-going support and supervision for the programme has been provided at two levels: for the provider organisations and the mentors themselves:

Mentoring Supervision for Providers

Provider Networking Events are run by the Central Team (supported by Coach Mentoring Ltd) three times a year to disseminate knowledge and share best practice. These sessions are an opportunity for the organisations to be versed in further mentoring themes and theory, which they can then deliver at their own Mentor Focus Groups. New research and cutting edge best practice is shared at these sessions. It is also an opportunity to share evaluation results from the programme and discuss aspects of interest to the providers to enable them to use this formative evaluation wisely.

In our heuristic, this provider supervision is providing a development function to the professional mentors. In the programme set up, the providers attended a workshop where they were given details about the expectations of them on the programme as well as some approaches and models to practice with in the session. Hence, these workshops provided both the Quality Assurance & Training Functions of supervision for these providers.

Mentoring Supervision for Mentors

In turn, the providers run Mentor Focus Groups for the mentors. Such meetings provide an opportunity for mentors to discuss concerns, to gain further knowledge or skills training and to network generally with other mentors on the programme. Again, mirroring the overall logic of the programme, a number of Exemplar Focus Groups are being run by Lis Merrick for the Central Team which serve a Quality Assurance, Development and Training Function for the mentors in terms of their supervisory needs. The process involves mentors working in pairs or small groups and discussing issues around their mentoring process and practice in order to receive:

In addition to these focus groups, each mentor is invited to attend up to three supervision sessions per annum, lasting between 2 – 3 hours, provided by the Provider organisations. These tend to be group supervisions.


Fill in our contact form.

Mentoring solutions

Find out more about how we can help you with your mentoring plans.

Coaching case studies

Read some of our coaching case studies here.

Mentoring clients

The Coach Mentoring client list includes:

  • AB Foods,
  • ABN AMRO Bank,
  • Across Organisational Mentoring Programme,
  • Actis,
  • Alfred McAlpine,
  • Allianz,
  • Amazon,
  • Asda,
  • Bovis Lend Lease,
  • BT,
  • Care Quality Commission (CQC),
  • Chartered Institute of Professional Development (CIPD),
  • Co-operative Financial Services,
  • Cognizant, USA,
  • Cumbria Probation Trust,
  • Danish Association of Lawyers & Economists,
  • Diageo,
  • Ernst and Young, UK and Poland,
  • European Bank of Reconstruction and Development,
  • Global PA Association,
  • Institute of Development Studies, Brighton,
  • Irwin Mitchell LLP,
  • Jardine Lloyd,
  • Johnson Matthey,
  • JP Politikens Hus,
  • Kelloggs,
  • Local Government,
  • McBride,
  • MACE,
  • Mencap,
  • Merck Poland,
  • MetLife,
  • National Grid,
  • NHS Leadership Academy,
  • North West Development Agency,
  • Royal Society of Chemistry,
  • Sandoz,
  • Statoil,
  • The Good Shepherd,
  • Unicef UK,
  • Unilever,
  • University of Edinburgh,
  • WWF,
  • York St. John University.

What is Mentoring?

Mentoring is a two-way learning relationship, which is concerned with developing and unlocking the potential of the mentee, but also provides learning and development for the mentor. It supports the mentee in determining which goals to pursue and why. It seeks to build wisdom – the ability to apply skills, knowledge and experience in new situations and to new problems. It provides a sounding board, where the mentee can explore alternative approaches.

Mentors can be role models to their mentees, peers or even individuals in more junior positions, where “reverse mentoring” relationships can be designed to inform more senior executives in a mentee capacity.

Mentoring is an off-line relationship, so a line manager would not mentor his direct reports.

Benefits of Mentoring

  • Supports employee retention and improved recruitment
  • Improved morale, motivation and relationships
  • Helps build a learning culture
  • Improved implementation of change
  • Improved communication, particularly across organizational divisions, eroding any “silo” effects
  • Releases potential and improves productivity
  • Sharing of tacit knowledge
  • Cost effective, mutual development for the mentee and mentor!
  • Creates a talent pool for succession planning and talent management

For more information about how we can help your mentoring, please contact us today, or send a quick enquiry:

Develop, Inspire, Enthuse