OVERALL RESULTS, LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THE PILOT MENTORING PROGRAMME

Agenda 1.Background to Mentoring 2.Overall Results –Mentees –Mentors –Line Managers 3.Mentoring Process –Approaches Used –Key Findings & Future Recommendations 4.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 national results for all organisations involved with the pilot mentoring programme.

Overall MENTEE Results Mentoring Programme has achieved significant results for individuals.

Mentee Satisfaction with Positive Impact of Mentoring on Management Skills

MENTEE Top Attributes Positively Impacted by Programme Increase in confidence has led to increases in the other attributes

Overall Line Manager Results Very positive feedback on results of programme

Mentoring has Increased Knowledge of the Organisation Knowledge is Power!

Overall Results for Reflection “Reflection must become routine for all of us” Mentee Mentor

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

OVERALL RESULTS, LESSONS LEARNED AND 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) Adequately Informed of Why You Were Chosen 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

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 People Strategy (HR, APPM, OD, L&D) Mentoring HR & Change Programmes Personal Development Planning (PDP) Training & Development Programmes “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)