1. Staff Mentoring Programme 25 September 2010

2. Content Origins of programme Roles The mentoring ‘contract’ ‘What ifs’ Measures of success Next steps

3. Origins of Programme

4. The mentee To own and drive programme Ability to receive and give honest and constructive feedback A desire to use initiative and independence An acceptance that a mentor is not there to do your work for you and may not have all the answers all the time Expectation of a peer relationship, not a manager/subordinate relationship

5. The mentor Willingness to share skills, knowledge, and expertise Take a personal interest in the mentoring relationship Value on going learning and growth Provide guidance and constructive feedback Help to set and meet on-going professional goals Understand purpose of role and relationship with others

6. Manager, mentor & mentee Support Advice Coaching Development Accountable to manager Peer relationship with mentor Responsible for own development Objectives Workload Resources School performance

7. The mentoring ‘contract’ purpose and aimsmeetingsparametersprogressmeasures of success

8. Purpose and aims What do you want to achieve – start with broad aims Goal setting – what can you realistically achieve? Review progress at each meeting These will develop through time Don’t be put off by a slow start

9. Goal setting Discuss progress What works, what doesn’t work and why? Implement change in the workplace Review cycle doesn’t stop, continue to refine and develop Trial of ideas in the workplace Record progress for discussion at next meeting Discussion about achieving goals Identification of appropriate actions PlanDo CheckAct

10. Goal setting Discussion about achieving goals Identification of appropriate actions PlanDo CheckAct

11. Goal setting Trial of ideas in the workplace Record progress for discussion at next meeting PlanDo CheckAct

12. Goal setting Discuss progress What works, what doesn’t work and why? PlanDo CheckAct

13. Goal setting Implement change in the workplace Review cycle doesn’t stop, continue to refine and develop PlanDo CheckAct

14. Goal setting Discuss progress What works, what doesn’t work and why? Implement change in the workplace Review cycle doesn’t stop, continue to refine and develop Trial of ideas in the workplace Record progress for discussion at next meeting Discussion about achieving goals Identification of appropriate actions PlanDo CheckAct

15. Meetings Frequency – Existing schemes recommend 1 per month – St Andrews University reported average of 7 meetings over 12 months on 2010 programme Duration – Recommend to set aside 1 hour per month – Up to pairs to decide but duration should be agreed at start of programme

16. Parameters How do you want to communicate? When and how often should you communicate? What might be appropriate and inappropriate ‘subject matter’?

17. Progress Record progress against goals Commitment to report progress to programme coordinators Information used to evaluate on going success of programme Templates available on website

18. What if…. …I find that I don’t have the time? …My personal circumstances change? …I don’t get on with my mentor/mentee? …My mentor leaves? …My manager isn’t happy with my involvement? …I am not sure if it is working for me….? …speak to your programme coordinators!

19. Measures of Success & Programme Evaluation

20. Measures of success ‘to develop my management and leadership capabilities’ ‘to become a world class researcher’ ‘to write successful publications’ ‘to be an effective networker’ ‘to improve my confidence’ ‘to gain promotion to senior lecturer’

21. Evaluating impact Why evaluate the programme? Evaluation framework – (1) Perception-based indicators – (2) Subjective indicators – (3) Objective indicators (1) & (2) will depend on mentee goals Mentees to develop alongside goals – Mentor/coordinator input Capture baseline during 1 st month

22. Next Steps