1. JAN is a service of the U.S. Department of Labor’s Office of Disability Employment Policy. 1 Mentoring: Strategy for Retaining and Advancing People with Disabilities Melanie Whetzel, MS JAN Lead Consultant Lou Orslene, MSW, MPIA, CPDM JAN Co-Director

2.  Mentoring – What it is and isn’t  Benefits of Mentoring  Challenges of Mentoring  Strategies and Tips for Developing a Program  Elements of a Successful Program  Mentoring as an Accommodation: Examples from the Field 2 Overview

3.  A job coach  Accommodation and Compliance Series: Job Coaching in the Workplace  http://askjan.org/topics/jobcoaching.htm http://askjan.org/topics/jobcoaching.htm  A Workplace Personal Assistance Service (WPAS)  Accommodation and Compliance Series: Personal Assistance Services (WPAS) in the Workplace  http://askjan.org/media/PAS.html http://askjan.org/media/PAS.html Mentoring is not…

4.  Workplace Coaching  Something managers must do for all their staff  Takes place within the manager-employee relationship  Focuses on developing the individual within their current job.  Arises out of the need to ensure that the individual can perform the tasks  Relationship driven by the individual’s manager.  Ends as individuals move on to work in other jobs under other line managers. United Nations Presentation “Best Practices in Mentoring: Attracting, Developing & Retaining Your Talent” 2008 Mentoring also is not…

5. A mentor in the workplace is a person who provides guidance to a less-experienced employee, the mentee. A mentor may be another employee of the company or she may be a professional from outside of the company. “Workplace Mentoring Primer” - http://www.askearn.org/pwm.cfmhttp://www.askearn.org/pwm.cfm Mentoring is a relationship between a senior person and a junior person that enhances the junior person’s personal learning on the job and career development. Terri A. Scandura PhD. "Mentoring – A Review of the Science and the State of the Art" Management Faculty Articles and Papers (2009). Mentoring is….

6.  When executives of Fortune 500 companies were surveyed, 96 percent said mentoring is an important developmental tool, and 75 percent said it played a key role in their personal career success.  Seventy-one percent of Fortune 500 and private companies use mentoring in their organizations.  In a survey of U.S. companies with formal mentoring programs, 77 percent indicated that mentoring improved both retention and performance of employees. http://businessfinancemag.com/hr/it-s-not-your-father-s-mentoring-program Mentoring works…

7. In 2006, Gartner studied the financial impacts of a mentoring program in Sun Microsystems (owned by Oracle). Of the 1,000 Sun Microsystems employees mentored, 25% had a salary grade change (compared with 5% of their non-mentored co- workers), 72% of mentees were retained (compared with 49% of employees who were not mentored), and the mentored employees were promoted five times more often than those not in the program. The same study also found mentors received promotions six times more often than their peers. The retention rate of the leaders who mentored was also 20% higher than the retention rate of those who did not participate in the program. “Workplace Loyalties Change but the Value of Mentoring Doesn’t.” Knowledge @ Wharton. Wharton School of Business, University of Pennsylvania, 16 May 2007. http://knowledge.wharton.upenn.edu/article/workplace-loyalties-change-but-the- value-of-mentoring-doesnt/ Why Mentoring?

8. "Mentoring is...an integral part of developing and retaining a diverse workforce. Federal agencies need managers and supervisors with the skills to manage and mentor diverse populations. Managing diversity within the workplace means creating an environment where everyone is empowered to contribute to the work of the unit; it requires sensitivity to and awareness of the interactions among staff and between staff and leadership, and knowing how to articulate clear expectations. “Workplace Mentoring Primer” - http://www.askearn.org/pwm.cfmhttp://www.askearn.org/pwm.cfm Why Mentoring?

9.  Orients the employee to the organization  Helps the employee learn about and adjust to the culture  Introduces and connects the employee to other professionals  Serves as a sounding board for and providing feedback  Encourages the employee to pursue his or her own professional goals  Assists the employee with mastering a particular skill-set to maximize job performance http://www.askearn.org/pwm.cfm?pg=pwm_what_is_mentoring Benefits to the Employee

10.  Gain personal and professional satisfaction  Gain recognition from their peers and the company  Improve their interpersonal skills  Have an opportunity to focus energy outside of themselves  Gain a deeper understanding of other employees’ experiences  Are prepared for taking on greater responsibilities and leadership roles within their company Pardini (2006) Benefits to the Mentor

11.  Expands leadership abilities and understanding of diverse workers  Improves awareness of personal biases, assumptions and identifies areas for improvement  Extends collaboration among employees from different generations and cultural backgrounds  Creates a culture of acceptance and inclusion  Attracts, supports, and retains talented employees  Improves performance, motivation, and accountability Benefits to the Employer

12.  Providing inadequate direction  Taking advantage of greater power  Dealing with conflicting demands  Dealing with conflicting advice Challenges

13.  Lacking commitment  Crossing boundaries  Discovering a mismatch between mentor and mentee  Breaching confidentiality Challenges

14.  Traditional One-to-One  Peer Mentoring  Professional Networking  Group Mentoring  Virtual Mentoring http://www.askearn.org/pwm.cfm?pg=pwm_what_is_mentoring Types of Mentoring

15.  Reverse Mentoring:  Flash Mentoring:  Cross-Group Mentoring  Cross-Generational Mentoring  Cross-Agency Mentoring http://www.askearn.org/pwm.cfm?pg=pwm_what_is_mentoring Types of Mentoring

16.  Willingness to commit time  Sincere interest in helping another employee or job seeker  Strong interpersonal communication skills  Willingness and patience needed to provide guidance, coaching, and constructive feedback  Sensitivity to cultural diversity and personal differences. Characteristics of a Good Mentor

17.  Good organization  Focus on what the mentee can learn from the mentor  Willing to share strengths that they can provide to the mentor in exchange for invaluable career advice  And, business oriented with an agenda or a list of discussion points for every meeting with the mentor This is the secret of what makes the most effective mentoring relationships work and last – it’s all about exchange. Characteristics of a Good Mentee

18.  Improving managerial competency  Improve leadership  Improve time to proficiency for new hires  Retain and transfer knowledge  Create an inclusive, diverse culture  Retain talent through a long-term relationship http://www.eremedia.com/tlnt/how-to-measure-the-effectiveness-of-your-mentoring- program/ Goals for a Successful Mentoring Program

19.  Gain commitment from key stakeholders  Show the benefits to the organization, mentee, mentor  Identify critical success factors and possible barriers  Define roles and establish ‘learning contracts’ Strategies for a Successful Mentoring Program

20.  Choose mentor and mentee partnerships carefully  Select key person as Program Coordinator  Market the mentoring program  Set clear goals, performance measures and evaluation processes Strategies for a Successful Mentoring Program

21. Metrics  Increase in number of participants  Behavior within the program  Outcomes at an organizational level http://www.eremedia.com/tlnt/how-to-measure-the-effectiveness-of-your-mentoring- program/ Evaluating Your Program

22. Methods:  Analytics  Reports  Surveys http://www.eremedia.com/tlnt/how-to-measure-the-effectiveness-of-your-mentoring- program/ Evaluating Your Program

23. Example 1:  Employee with autism  Fast food restaurant Examples from the Field

24. Example 2:  Employee with an intellectual disability  Country club Examples from the Field

25. Example 3:  Employee with autism  Large office setting Examples from the Field

26. Example 4:  Employee with a mental health impairment  Retail department store Examples from the Field

27. Example 5:  Individual with severe social anxiety  Landscape business owner Examples from the Field

28.  The Business Case for Workplace Mentoring https://millionwmentors.wordpress.com/2015/ 01/22/the-business-case-for-workplace- mentoring/  Federal Workplace Mentoring Primer EARN http://askearn.org/fed-fwm.cfm  The Modern Mentor In A Millennial Workplace http://www.forbes.com/sites/karlmoore/2014/0 9/11/the-modern-mentor-in-a-millennial- workplace/ Additional Resources 28

29.  Best Practices Guide in Mentoring Youth with Disabilities https://www.disability.gov/resource/best-practices-guide- in-mentoring-youth-with-disabilities/  Disability Mentoring Day (DMD) DMD is a large-scale national effort coordinated by AAPD to promote career development for students and job- seekers with disabilities. While DMD has been and continues to be officially launched the third Wednesday of each October during National Disability Employment Awareness Month (NDEAM), the foundation of the program has expanded from a one-day event to a year- round initiative across the country. http://www.aapd.com/what-we-do/employment/disability- mentoring-day/ Additional Resources (cont.) 29

30. 30 Questions?