OVERALL RESULTS, LESSONS LEARNEDAND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THEPILOT MENTORING PROGRAMME

Agenda

1. Background to Mentoring2. Overall Results

– Mentees– Mentors– Line Managers

3. Mentoring Process– Approaches Used– Key Findings & Future

Recommendations4. 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 nationalresults for all organisations involved with the pilotmentoring programme.

Overall MENTEE Results

• Mentoring Programme has achieved significant results for individuals.

78%

7%

75%

12%

0%

20%

40%

60%

80%

% of Responde

nts

Satisfaction

Dissatisfaction

PersonalDevelopment

Objectives /Goals WereMet

78%

7%

75%

12%

0%

20%

40%

60%

80%

% of Responde

nts

Satisfaction

Dissatisfaction

PersonalDevelopment

Objectives /Goals WereMet

Mentee Satisfaction with Positive Impact of Mentoring on Management Skills

71%

10% 16%

0%

20%

40%

60%

80%

% of Respondents

Satisfied

Dissatisfied

Indifferent

71%

10% 16%

0%

20%

40%

60%

80%

% of Respondents

Satisfied

Dissatisfied

Indifferent

MENTEE Top Attributes Positively Impacted by Programme

• Increase in confidence has led to increases in the other attributes

83% 83%75% 74% 74% 71%

0%10%20%30%40%50%60%70%80%90%

% of Respondents

Confidence

Judgment

CommunicationSkills

Ability to Give andReceive Feedback

Problem Solving

Commitment toQuality

83% 83%75% 74% 74% 71%

0%10%20%30%40%50%60%70%80%90%

% of Respondents

Confidence

Judgment

CommunicationSkills

Ability to Give andReceive Feedback

Problem Solving

Commitment toQuality

Overall Line Manager Results

• Very positive feedback on results of programme

100% 96% 88%

0%

50%

100%

% of Responses

Line Manager's Feedback

Satisfied withParticipant's PersonalDevelopment

Satisfied that Participanthas Learnt AppropriateSkills

Has Noticed a Change inParticipant's Behaviour

100% 96% 88%

0%

50%

100%

% of Responses

Line Manager's Feedback

Satisfied withParticipant's PersonalDevelopment

Satisfied that Participanthas Learnt AppropriateSkills

Has Noticed a Change inParticipant's Behaviour

Mentoring has Increased Knowledge of the Organisation

• Knowledge is Power!

76% 81%74%

0%20%40%60%80%

100%

% of Respondents

Better Understanding ofOrg

Better Understanding ofRoles Played by Othersin Org

Helped to Increase myCorporate Aw areness

76% 81%74%

0%20%40%60%80%

100%

% of Respondents

Better Understanding ofOrg

Better Understanding ofRoles Played by Othersin Org

Helped to Increase myCorporate Aw areness

Overall Results for Reflection

“Reflection must become routine for all of us”

National Agree Total

National Disagree Total

National Undecided Total

78% 15% 4%

Mentee

MentorNational Agree

TotalNational

Disagree Total National

Undecided Total

78% 7% 13%

Overall MENTOR Results • Results clearly indicate, significant

positive results for mentors personal development and management skills

60%

83%

0%

20%

40%

60%

80%

100%

% of Respondents

Own PersonalDevelopment

Positive Impact onManagement Skills

.

60%

83%

0%

20%

40%

60%

80%

100%

% of Respondents

Own PersonalDevelopment

Positive Impact onManagement Skills

.

OVERALL RESULTS, LESSONS LEARNEDAND 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)

National Satisfied

Total

National Dissatisfied

Total

National Indifferent

Total 30% 22% 23%

Adequately Informed of Why

You Were Chosen

National Satisfied

Total

National Dissatisfied

Total

National Indifferent

Total 61% 19% 5%61% 14% 18%

Nomination

Selection

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

CATEGORYNUMBER OF MENTIONS

Career Management / PDP / Training 53

Knowledge of the Board (Structure, Politics)

30

Leadership 3

Negotiation 10

Operational / Management issues 3

Proposals / Service Planning 5

Staff Management / Staff Relations 7

Teamwork 9

Working Conditions 6

H.R. 1

CATEGORYNUMBER OF MENTIONS

Career Management / PDP / Training 53

Knowledge of the Board (Structure, Politics)

30

Leadership 3

Negotiation 10

Operational / Management issues 3

Proposals / Service Planning 5

Staff Management / Staff Relations 7

Teamwork 9

Working Conditions 6

H.R. 1

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

PeopleStrategy

(HR, APPM,OD, L&D)

Mentoring

HR & Change Programmes

Personal Development

Planning (PDP)

Training &DevelopmentProgrammes

“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”

• 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 (5)

• 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

Overall Recommendations (6)