Staff mentorship programe as a means of achieving world class university

Staff mentorship programme (SMP) as means to achieve world class university status

The Example of UJPresented by the University of Johannesburg staff membersLinda MbonambiSibusiso MdletsheGuy MihindouGeorge Letlhokwa

Emerging Leaders Development Programme SYNDICATE Group 4 20 February 2014Council Chambers

1.Introduction: The status quo

• History of UJ

• Establishment of Strategic Thrusts

• Towards excellence – A world class University

ELDP Syndicate Group 4

1. Introduction – Our trajectory

• Quality Leadership

• Current leadership• Future-fit leadership


Corresponds to Diagram from Study school booklet 4: Page 44

1. Introduction: Research statement

Focusing on mentorship as an instrument of growing our own talent,

more specifically our own quality leadership.


2. The world class university: concept


Qua

lity

Lead

ersh

ip

Research

Teaching and learning

Attraction and retention

Culture of excellence

Level 7

Level 1

2. The African and specific university contexts

The Challenges

• Funding: limited

• Infrastructure

• Student profile: socio-economic variables

• High caliber academic staff: scarcity and retention

• Staff development: lack of formality and structure


3. The African and specific university contexts

Words of caution

• Enhancing national and international stature

• Maintaining fundamental necessities

• Sustained effort e.g. Academic Development and

Support (ADS)


4. Towards our Future-fit leaders

• A quality leader is a person who mentors.

• However, in order to sustain leadership excellence within the leadership cycle, structured mentorship is imperative!!!


4. Definition of mentoring

“Mentoring is supporting and encouraging people to manage their own learning in order that they maximize their potential, develop their skills, improve their performance and become the person they want to be.”

Parsloe (2008) cited by Syndicate 4, 2014


4. Mentorship: Terminology INSALA


Mentorship

Mentoring: The use of an experienced individual to teach, guide and develop

someone with less knowledge or experience in a given area.

Mentee: An individual who seeks or needs specific knowledge or

experience in a given area.

Mentor: An individual with specific knowledge or experience in a given area of expertise, who is willing and

able to share that knowledge or experience with another.

4. Mentoring: Trends in South Africa

• Unstructured mentors

• Focusing on specific groups of employees

• Lack of training of mentors


4. Mentoring: UJ


• Professional Staff Development within ADS

• Infancy

• Informal

• Sporadic: very few departments

4. Mentoring: Challenges and limitations

• Challenges: Limited staff members servicing full spectrum academic staff at UJ

• Ratio of 3 ADS staff: 9 faculties

• Minor impact

• Volunteerism

• Management: Evaluation of need for mentorship adhoc

• Non-systemic

• Advocacy


Implications

• Leadership at all levels

• Financial

• Commitment from staff

• Human resources


5. Recommendations

• Design a clear proposal and communication plan.

• Integrate credit-bearing training in the institution’s Human Resources

Development Policy.

• Conduct cost analysis prior to the implementation of mentoring programmes.

• Reward the staff involved in mentoring programmes.

• Organise and increase the visibility of mentoring programmes.

• Work in consultation with the INSALA organisation, which is the specialist in

guiding NGOs and Universities in setting up mentorship programmes.

• Conduct ongoing formative evaluations to ensure quality and determine the

extent to which the objectives of the relevant programmes are met.



Company established 1996

Director: Christine De Kock

Assist companies: NGO, Universities is planning and implementing mentoring programme

Some of the companies in partnership with INSALA

BRANCHES

Great Leaders are not defined by the absence of weakness, but rather by the

presence of clear strengths. —John Zenger

Thank You

References• Academic Development and Support (2012) University of Johannesburg. Annual Report 2012.• Buckley, S. C. (undated). Staff mentoring resources at the University of Iowa, Available from:

http://provost.uiowa.edu/mentoring/staff.htm• Clarke, P. (2010) Mentoring for all Academic staff at Deakin University: Guidance for Faculties and Schools,

Institute for Teaching and Learning, Australia.• Central NSW Councils (2013) Mentoring for Sustainability: A guide to running a mentoring program for your

council• Cureton D, Green P and Meakin, L. (2010) Peer mentoring for staff development in a changing work environment,

International Journal of Evidence Based Coaching and Mentoring, 8(2): 79 -89.• Deakin University, (2010) Mentoring for all academic staff at Deakin University. Guide for Faculties and Schools,

Australia.• Greyling, L. and Rhodes B.G., (undated) Promoting High Quality Performance through mentoring: A Programme

for Higher Education. Unpublished Paper.• Guardian Professional, (2012) Africa's early career researchers need support and so do their universities.

Available from: http:// www.theguardian.com/ higher- education- network. Accessed on 07 February 2014.• Humtech, (undated) Individual Learning Strategies: Mentoring. Available from:

www.humtech.com/opm/grtl/ils/ils4.cfm . Accessed on 05 February 2014.• Levin, H.M., Jeong, D.W., and Ou, D. (2006) ‘What is a World Class University?’, Paper prepared for presentation

at the 2006 Conference on the Comparative and International Education Society, Honolulu, Hawaii, 16 March 2006.

• Management Mentors, (2013) Business Mentoring Matters – What is group mentoring? Available from: www.management- mentors.com/about/corporate-mentoring-matters-blog/bid/80030/. Accessed 05 February 2014.

• MENA’s Higher Education Leadership Forum proceedings, (2013) ‘Becoming a ‘World-Class University’ on a modern context: Challenges, opportunities and strategies forward’, The 1st Annual Higher Education Leadership Forum: Inspiring the leaders of today, 12-13 November 2013, Dubai, United Arab Emirates.17


• Mgqibela, L. (2008). Comprehensive university reality 'fraught and complicated' 29 January 2008 Issue No: 1 http://www.universityworldnews.com/article.php?story=20080129095708408

• Naidoo, K and De Kadt, E. (2013) Unpublished Discussion Document: Career Development as a Component of Staff Development Early-Career, Mid-Career and Late-Career Development of Academic Staff.

• Ndebele, C., van Heerden, J and Chabaya, O. (2013) Development and Implementation of a Mentoring Programme at Historically Disadvantaged South African University. Journal of Social Science, 34 (2), 123 - 133.

• Parsloe, E. (2008). What is Mentoring? MentorSET. Available from: http://www.mentorset.org.uk/pages/mentoring.html Accessed 10 February 2014

• Pillay, S. (2002) Educators' perceptions on factors influencing performance appraisal systems. Available from: https://ujdigispace.uj.ac.za/handle/10210/5447 (dissertation).

• Scandura, T A. (2009) Mentoring: A Review of the Science and the State of the Art, in White Paper Series, the Johnson An Edsomwan Leadership Institute, University of Miami.

• UJ’s STRATEGIC THRUSTS: 2011 – 2020. Available from: http://www.uj.ac.za/EN/AboutUJ/TransformationOffice/Documents/Strat%20Thrusts%202011-2020%20(13%20May%202011)%20(2).doc. Accessed on 09 February 2014.

• UJ’s STRATEGIC THRUSTS FOR THE NEXT DECADE (PPT) ELG Breakaway 7-8 February 2011, Available from: https://www.google.co.za/search?q=UJ%E2%80%99s+STRATEGIC+THRUSTS+FOR+THE+NEXT+DECADE&oq=UJ%E2%80%99s+STRATEGIC+THRUSTS+FOR+THE+NEXT+DECADE&aqs=chrome..69i57.752j0j7&sourceid=chrome&espv=210&es_sm=93&ie=UTF-8. Accessed on 02 February 2014.

• Unknown Author, (2013) Emerging leaders development programme, School Number 3, University of Johannesburg.

• Wächter, B. and Kemp K., (undated) Internationally Competitive Universities: A Study for Arengufond (undated). Available from: http://www.arengufond.ee/upload/Editor/English/publications/Estonian-Development-Fund-Internationally-Competitive-Universities.pdf . Accessed on 08 February 2014.


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