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OVERALL RESULTS, LESSONS LEARNEDAND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THEPILOT MENTORING PROGRAMME
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Agenda
1. Background to Mentoring2. Overall Results
– Mentees– Mentors– Line Managers
3. Mentoring Process– Approaches Used– Key Findings & Future
Recommendations4. Overall Recommendations for
Mentoring
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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
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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
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Results in this presentation represent the nationalresults for all organisations involved with the pilotmentoring programme.
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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
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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
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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
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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
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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
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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%
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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
.
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OVERALL RESULTS, LESSONS LEARNEDAND OVERALL RECOMMENDATIONS FOR APPROACHES TO:
(1) Nomination(2) Selection
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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
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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
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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
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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
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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
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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
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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
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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”
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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”
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• 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)
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• 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)