Introduction for Evaluation Workshop

1
Welcome to
OVERALL RESULTS, LESSONS LEARNED AND OVERALL
RECOMMENDATIONS FOR FINAL EVALUATION OF
THE PILOT MENTORING PROGRAMME
2
Agenda

• Background to Mentoring
• Overall Results
• Mentees
• Mentors
• Line Managers
• Mentoring Process
• Approaches Used
• Key Findings Future Recommendations
• Overall Recommendations for Mentoring

3
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

4
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

5
Overall Results
Results in this presentation represent the
nationalresults for all organisations involved
with the pilotmentoring programme.
6
Overall MENTEE Results

• Mentoring Programme has achieved significant
  results for individuals.

7
Mentee Satisfaction with Positive Impact of
Mentoring on Management Skills
8
MENTEE Top Attributes Positively Impacted by
Programme

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

9
Overall Line Manager Results

• Very positive feedback on results of programme

10
Mentoring has Increased Knowledge of the
Organisation

• Knowledge is Power!

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Overall Results for Reflection
Reflection must become routine for all of us
12
Overall MENTOR Results

• Results clearly indicate, significant positive
  results for mentors personal development and
  management skills

13

• OVERALL RESULTS, LESSONS LEARNED
• AND OVERALL RECOMMENDATIONS
• FOR APPROACHES TO
• Nomination
• Selection

14
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)

15
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

16
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

17
Types of Issues Discussed
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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

19
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

21
Mentoring must have a place in the overall People
Strategy
People Serving People
22
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
23
Overall Recommendations (5)

• 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

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Overall Recommendations (6)

• 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