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MENTORING MENTORING STRATEGIES STRATEGIES

For the Twenty-First For the Twenty-First CenturyCentury

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It’s Greek to MeIt’s Greek to Me

The story of the Mentor came from Homer's Odyssey. When Odysseus, King of Ithaca, went to fight in the Trojan War, he entrusted the care of his kingdom to Mentor, who served as the teacher and overseer of Odysseus' son, Telemachus.

After the war and many years later, Telemachus, now grown, went in search for his father. Athena, Goddess of War, and patron on the arts and industry, assumed the role of his Mentor, accompanied Telemachus on his search.

Father and son were reunited. Together they cast down those desiring Odysseus' throne and Telemachus' birthright.

Athena's role as Mentor for Telemachus was not only to raise him, but also to develop him for responsibilities he was to assume in his lifetime.

In time, the word ‘Mentor’ became synonymous with trusted friend, confidante, guide, teacher, and wise person.

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WHAT IS MENTORING?WHAT IS MENTORING?

A strategic approach to developing an A strategic approach to developing an apprentice/student (protege) by pairing apprentice/student (protege) by pairing him/her with a journeyman/teacher (mentor) him/her with a journeyman/teacher (mentor) who will teach, coach, counsel, sponsor & who will teach, coach, counsel, sponsor & encourage the protegeencourage the protege

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MENTORING ISMENTORING IS

A flexible concept that should reflect the A flexible concept that should reflect the unique culture & objectives of your unique culture & objectives of your organization which is why no two mentoring organization which is why no two mentoring programs are the same and “off-the-shelf” programs are the same and “off-the-shelf” programs are not as effective.programs are not as effective.

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DIFFERENCES IN FORMAL & DIFFERENCES IN FORMAL & INFORMAL MENTORINGINFORMAL MENTORING

INFORMAL MENTORING:INFORMAL MENTORING: Goals unspecifiedGoals unspecified Outcomes unknownOutcomes unknown Access limited & may excludeAccess limited & may exclude Proteges/mentors self-select (chemistry)Proteges/mentors self-select (chemistry) Mentoring lasts a long timeMentoring lasts a long time No training/supportNo training/support Organization benefits indirectlyOrganization benefits indirectly

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DIFFERENCES IN FORMAL & DIFFERENCES IN FORMAL & INFORMAL MENTORINGINFORMAL MENTORING

FORMAL MENTORING:FORMAL MENTORING: Goals establishedGoals established Outcomes measuredOutcomes measured Access open to all who qualifyAccess open to all who qualify Proteges/mentors paired (compatibility)Proteges/mentors paired (compatibility) Training and support providedTraining and support provided Mentoring time limited (9-12 mos.)Mentoring time limited (9-12 mos.) Organization benefits directlyOrganization benefits directly

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WHY FORMAL MENTORING?WHY FORMAL MENTORING?

LinksLinks skills development to strategic needs of skills development to strategic needs of the employerthe employer

EnsuresEnsures that skills are developed that skills are developed Involves professional jounreymen in processInvolves professional jounreymen in process Creates & promotes a learning atmosphere & Creates & promotes a learning atmosphere &

diverse culturediverse culture

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NEED FOR MENTORINGNEED FOR MENTORING

A new Accenture 2000 survey of 483 A new Accenture 2000 survey of 483 employers revealed the following:employers revealed the following: The layoffs announced in recent months have The layoffs announced in recent months have

persuaded 80% of business leaders that “people persuaded 80% of business leaders that “people issues” are more important now than in 1998. issues” are more important now than in 1998. About 1/3 believe that not enough attention is About 1/3 believe that not enough attention is being paid to human resources.being paid to human resources.

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YOUR PEOPLE COUNT!YOUR PEOPLE COUNT!

People have become the key competitive People have become the key competitive differentiator in today’s economy. But addressing differentiator in today’s economy. But addressing these human performance or “people issues” is still these human performance or “people issues” is still a vexing management problem for many leaders a vexing management problem for many leaders regardless of location, industry or type of regardless of location, industry or type of company.company.

Nearly seven out of 10 executives said retaining Nearly seven out of 10 executives said retaining existing workers is “far more important than existing workers is “far more important than acquiring new blood.”acquiring new blood.”

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RETAINING GOOD PEOPLERETAINING GOOD PEOPLE

Employers have a strong economic motivation to Employers have a strong economic motivation to retain workers instead of hiring new ones: retain workers instead of hiring new ones:

The cost of a replacement worker is two to three The cost of a replacement worker is two to three times the cost of a retained worker. times the cost of a retained worker.

The cost increases as the salary and position of the The cost increases as the salary and position of the worker to be replaced increases.worker to be replaced increases.

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PASS IT ON, THEN RETIREPASS IT ON, THEN RETIRE

As a plasterer or cement mason, you are training As a plasterer or cement mason, you are training the people who will do what you do when you the people who will do what you do when you retire.retire.

Encouraging your fellows who are fearful of Encouraging your fellows who are fearful of teaching others is important for the continued well-teaching others is important for the continued well-being of your trade.being of your trade.

What you give away you keep!What you give away you keep!

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MONEY IS IMPORTANT, BUT MONEY IS IMPORTANT, BUT IT’S NOT EVERYTHINGIT’S NOT EVERYTHING

Employers and training institutions continue to Employers and training institutions continue to struggle with retention because they rely on salary struggle with retention because they rely on salary increases & bonuses exclusively, often ignoring increases & bonuses exclusively, often ignoring issues such as mentoring.issues such as mentoring.

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INCREASING MENTORING = INCREASING MENTORING = REDUCING TRAINING TIMEREDUCING TRAINING TIME

Data from the 1999 Emerging Workforce Study Data from the 1999 Emerging Workforce Study shows that 35% of employees who don’t receive shows that 35% of employees who don’t receive regular mentoring plan to look for another job regular mentoring plan to look for another job within 12 months. But just 16% of those with within 12 months. But just 16% of those with good mentors expect to jump ship. (Business good mentors expect to jump ship. (Business Week, March 1, 1999)Week, March 1, 1999)

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MENTORING PAYS OFF IN MENTORING PAYS OFF IN REDUCED COSTSREDUCED COSTS

The survey pegs the cost of losing a typical worker The survey pegs the cost of losing a typical worker at approximately $50,000. (Bs. Week, March 1, at approximately $50,000. (Bs. Week, March 1, 1999)1999)

The average investment per protege in a structured The average investment per protege in a structured mentoring program of 20 protege participants is mentoring program of 20 protege participants is approximately $2,500. approximately $2,500.

The ROI in retaining just The ROI in retaining just oneone employee through employee through mentoring is substantial when considering the cost mentoring is substantial when considering the cost of replacing that employee using Bs. Week’s of replacing that employee using Bs. Week’s replacement cost above.replacement cost above.

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ATTRACTING NEW TALENT ATTRACTING NEW TALENT THROUGH MENTORINGTHROUGH MENTORING

A mentoring initiative can address the issues A mentoring initiative can address the issues from the previous slide and not only lead to from the previous slide and not only lead to higher retention but also attract new talent by higher retention but also attract new talent by demonstrating a company’s commitment to demonstrating a company’s commitment to professional development through mentoring.professional development through mentoring.

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MENTORING = EMPLOYEE MENTORING = EMPLOYEE SUCCESSSUCCESS

40% of all new Managers hired do not meet 40% of all new Managers hired do not meet expectations in the first 18 months of expectations in the first 18 months of employment (Center for Creative Leadership)employment (Center for Creative Leadership)

LIMRA studied 2,400 newly hired life LIMRA studied 2,400 newly hired life insurance agents & found 74% remained after insurance agents & found 74% remained after first year if paired with a mentor vs. 64%. first year if paired with a mentor vs. 64%. Sales were 15% higher also.Sales were 15% higher also.

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COACHING & COACHING & MENTORINGMENTORING

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COACHING: AN EXCELLENT COACHING: AN EXCELLENT APPROACH FOR THE INDUSTRYAPPROACH FOR THE INDUSTRY

It should be done as a part of the jobIt should be done as a part of the job Takes place within confines of the formal Takes place within confines of the formal

journeyman-apprentice relationship journeyman-apprentice relationship Is job-focusedIs job-focused Ensures that the individual can perform the Ensures that the individual can perform the

tasks required of them to the best of their tasks required of them to the best of their abilityability

Relationship is finite—ends as individuals move Relationship is finite—ends as individuals move on to work in other jobs under other line on to work in other jobs under other line managersmanagers

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Mentoring:Mentoring: The boss is not the mentorThe boss is not the mentor Takes place outside line manager relationshipTakes place outside line manager relationship Is focused on professional development outside of the Is focused on professional development outside of the

protege’s area of workprotege’s area of work Interest is personal; the focus is on the protege to Interest is personal; the focus is on the protege to

provide support both professionally and personallyprovide support both professionally and personally Relationship crosses job boundariesRelationship crosses job boundaries Informally, managers may choose to do for specific, Informally, managers may choose to do for specific,

selected employeesselected employees

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MENTORING & BUSINESS MENTORING & BUSINESS OBJECTIVESOBJECTIVES

Excellent tool for professional developmentExcellent tool for professional development

-high potential for benefit-high potential for benefit

-succession planning-succession planning Supports diversity goals for:Supports diversity goals for:

-retention-retention

-visibility & overcoming “glass ceiling”-visibility & overcoming “glass ceiling”

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MENTORING + TRAININGMENTORING + TRAINING

Mentoring linked to the acquisition of needed Mentoring linked to the acquisition of needed skills/knowledge based on “actual skills/knowledge based on “actual experiences”experiences”

-Partnership of training + mentor = More-Partnership of training + mentor = More

effective learning for Employeeeffective learning for Employee Changes in employee population:Changes in employee population:

-turnover, retirement, downsizing, mergers-turnover, retirement, downsizing, mergers

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KEY ISSUES IN MENTORING & KEY ISSUES IN MENTORING & DIVERSITYDIVERSITY

Needed inclusiveness in both journeyman Needed inclusiveness in both journeyman and protege populationsand protege populations

Insure needs of diverse proteges are metInsure needs of diverse proteges are met Include diversity component in trainingInclude diversity component in training

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Making It To The TopMaking It To The Top

47% of women of color in management say 47% of women of color in management say not having a mentor is a barrier to not having a mentor is a barrier to advancement. advancement.

37% of women in corporate management say 37% of women in corporate management say having an influential mentor is a key to having an influential mentor is a key to success.success.

Making it in the trades is tougher for women Making it in the trades is tougher for women also.also.

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INFORMAL NETWORKS ARE INFORMAL NETWORKS ARE KEYKEY

47% of women managers say exclusion from 47% of women managers say exclusion from informal networks of communication holds informal networks of communication holds women back from top management positions.women back from top management positions.

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BUDDYING UP WORKSBUDDYING UP WORKS

“ “Men can find mentors anywhere, in Men can find mentors anywhere, in boardrooms, on golf courses, over boardrooms, on golf courses, over conversations about sports. They were raised conversations about sports. They were raised to work and to network, learning at early ages to work and to network, learning at early ages to cooperate with teammate and to listen to to cooperate with teammate and to listen to coaches. And they have a bounty of mentors coaches. And they have a bounty of mentors and role models from which to choose”. and role models from which to choose”. Boston Globe, 5/9/01Boston Globe, 5/9/01

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GETTING OFF THE GROUNDGETTING OFF THE GROUND

WHO YOU NEEDWHO YOU NEED HOW TO DO ITHOW TO DO IT

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KEY PLAYERSKEY PLAYERS

Mentoring Program Mentoring Program ManagerManager

Diversity, HR, OD, TrainingDiversity, HR, OD, Training CredibleCredible ObjectiveObjective Can resolve issues wellCan resolve issues well Maintains confidentialityMaintains confidentiality Has support from his/her Has support from his/her

own managerown manager Requires 3-4 hours/week, Requires 3-4 hours/week,

possiblypossibly

Mentoring Implementation Mentoring Implementation TeamTeam

Stakeholders represented:Stakeholders represented: Senior managementSenior management protege populationprotege population Mentor populationMentor population Managerial populationManagerial population HR, Diversity, Training, ODHR, Diversity, Training, OD

Can bring “big picture”Can bring “big picture” Knows organization wellKnows organization well Can support programCan support program

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KEY STEPS IN CREATING A KEY STEPS IN CREATING A SUCCESSFUL PROGRAMSUCCESSFUL PROGRAM

PHASE 1-DESIGNPHASE 1-DESIGN Determine strategic purposeDetermine strategic purpose Get a “champion” from highest level(s)Get a “champion” from highest level(s) Select an appropriate task force (6-8)Select an appropriate task force (6-8)

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TASK FORCE WILLTASK FORCE WILL Determine purposeDetermine purpose Create learning objectivesCreate learning objectives Choose appropriate mentoring model(s)Choose appropriate mentoring model(s) Create application, selection and matching Create application, selection and matching

processprocess Determine all other guidelines: length, Determine all other guidelines: length,

frequency, support etc.frequency, support etc. Review pilot results and make changesReview pilot results and make changes

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PHASE 2-IMPLEMENTATIONPHASE 2-IMPLEMENTATION Meet with protégé’s managers for orientation (2-3 Meet with protégé’s managers for orientation (2-3

hours)hours) Market program to appropriate population Market program to appropriate population Recruit, interview and match participantsRecruit, interview and match participants

PHASE 3-TRAININGPHASE 3-TRAINING Train both protégées and mentors in mentoring Train both protégées and mentors in mentoring

dynamics and on your program guidelinesdynamics and on your program guidelines

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PHASE 4-MAINTENANCEPHASE 4-MAINTENANCE Program Coordinator keeps in regular contact with Program Coordinator keeps in regular contact with

managers & mentoring pairsmanagers & mentoring pairs Quarterly meetings of participantsQuarterly meetings of participants

PHASE 5-COMPLETIONPHASE 5-COMPLETION Mentoring pairs transition or end relationshipMentoring pairs transition or end relationship Evaluation process conducted Evaluation process conducted Results lead to program changes and expansionResults lead to program changes and expansion

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PROGRAM TIMELINESPROGRAM TIMELINES

Task Force:Task Force: 16-18 hours to create program16-18 hours to create program 4-6 additional hours to interview & match4-6 additional hours to interview & match

Phases 1 to 3 take about 3 monthsPhases 1 to 3 take about 3 months Pilots generally run 9 months to a yearPilots generally run 9 months to a year Program Coordinator’s time can be up to 1/2 Program Coordinator’s time can be up to 1/2

day a week depending on guidelinesday a week depending on guidelines

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NEEDED PAPER SUPPORTNEEDED PAPER SUPPORT

Model documentModel document Program descriptorProgram descriptor Application/selection, interview and matching Application/selection, interview and matching

formsforms Mentoring agreementMentoring agreement Training manualsTraining manuals Completion modulesCompletion modules Mentoring modules, if usedMentoring modules, if used

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SIX MISTAKES TO AVOID IN SIX MISTAKES TO AVOID IN YOUR PILOTYOUR PILOT

No fitNo fit No clear-cut goalsNo clear-cut goals Clear & effective guidelinesClear & effective guidelines Protege & mentor criteria unclearProtege & mentor criteria unclear Failure to manage expectationsFailure to manage expectations No Program CoordinatorNo Program Coordinator

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MENTORING MODELSMENTORING MODELS

One-on-one (most common)One-on-one (most common) Resource basedResource based Training basedTraining based Mentoring circlesMentoring circles Combinations of aboveCombinations of above

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ONE-ON-ONE MODELONE-ON-ONE MODEL

One mentor works with one protegeOne mentor works with one protege Peer or senior mentoringPeer or senior mentoring Provides most personal relationshipProvides most personal relationship Often combined with resource based modelOften combined with resource based model Most common model used in companiesMost common model used in companies

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RESOURCE BASED MODELRESOURCE BASED MODEL

General pool of mentors available to proteges General pool of mentors available to proteges on an “as needed” basison an “as needed” basis

Less structured and more like informalLess structured and more like informal Rarely used by itself but more often combined Rarely used by itself but more often combined

with another modelwith another model

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TRAINING BASED MODELTRAINING BASED MODEL

Linked to a training programLinked to a training program management trainingmanagement training technical training, etc.technical training, etc.

Links classroom theoretical to “real life” Links classroom theoretical to “real life” experiencesexperiences

Training materials of course form basis of Training materials of course form basis of contract and modules usedcontract and modules used

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MENTORS ARE TRAINERSMENTORS ARE TRAINERS

Adrian Spooner in his article in Management Adrian Spooner in his article in Management Review 1993, Review 1993, Mentoring & Flexible TrainingMentoring & Flexible Training defines mentors as:defines mentors as:

““The catalyst in the training reaction.” In his The catalyst in the training reaction.” In his view, the mentor “provides the human support view, the mentor “provides the human support that trainees need if they are to interact that trainees need if they are to interact effectively with the training system.”effectively with the training system.”

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MENTORING CIRCLES MODELMENTORING CIRCLES MODEL

One mentor with several proteges One mentor with several proteges Best suited to a situation where few mentors Best suited to a situation where few mentors

but many protegesbut many proteges Requires mentors to understand group Requires mentors to understand group

dynamicsdynamics Does not provide the personal relationship of Does not provide the personal relationship of

one-on-oneone-on-one Scheduling is a difficultyScheduling is a difficulty

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MENTORING MODULES FOR MENTORING MODULES FOR SUPPORTSUPPORT

Some organizations use mentoring modules to Some organizations use mentoring modules to guide the pairs in their work. These modules:guide the pairs in their work. These modules: Provide consistency among pairsProvide consistency among pairs Reinforce learning for mentors/protegesReinforce learning for mentors/proteges Provide a focus to the pairsProvide a focus to the pairs Help integrate mentoring to other strategic Help integrate mentoring to other strategic

initiativesinitiatives

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A SUCCESSFUL PROGRAM A SUCCESSFUL PROGRAM HASHAS

Strategic fitStrategic fit Clear & effective guidelinesClear & effective guidelines Credible Program CoordinatorCredible Program Coordinator Appropriate training for proteges/mentorsAppropriate training for proteges/mentors Materials that integrate and support the pairsMaterials that integrate and support the pairs

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MENTORING CONTENT MENTORING CONTENT

Company’s Business Company’s Business Development ProcessDevelopment Process

Customer ServiceCustomer Service Develop CompetenciesDevelop Competencies Cross-Functional Cross-Functional

KnowledgeKnowledge Strategic LeadershipStrategic Leadership Management SkillsManagement Skills

Technical ExpertiseTechnical Expertise Company CultureCompany Culture Communication SkillsCommunication Skills SalesSales Personal EffectivenessPersonal Effectiveness Thinking “Outside The Thinking “Outside The

Box”Box” Building BridgesBuilding Bridges

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QUESTIONS?QUESTIONS?