1. Mentoring in the public sector Lisa C. Ehrich & Brian C. Hansford QUT, Australia The public sector - definition Focus of this research: structured review of mentoring Formalised mentoring programs in the public sector Positive and negative outcomes of mentoring for mentors, mentees and the organisation Discussion Implications & Conclusion

2. Focus of Research Explore mentoring in the public sector to determine its nature, purpose and outcomes Examined public sector websites from Australia and overseas Located 25 research based papers on mentoring in the public sector

3. The Public Sector Represents authorities and agencies at various levels of government that serve the government in power (Corbett 1996) Public servants act in the national interest and are accountable to the govt and public

4. Mentoring in public sector defined 2-way process concerned with developing staff and fostering learning According to Bhatta & Washington (2003:213) it is: 1.a developmental intervention; and 2.‘transfer’ or socialisation process

5. Definitions (cont) Different from mentoring in the private sector Public sector: purpose of sector is ‘service’; managers are accountable to politicians, general public Private sector: purpose is profitability

6. Formalised programs in public sector Mentoring of new staff Mentoring of new, existing or aspiring leaders Mentoring as an affirmative action (AA) strategy

7. Research Sample Comprehensive search: Proquest, Ebsohost, AEI, ERIC, PsycLIT, APAISA, AIMMAT, Google Scholar Located 25 research based papers published during 1991 to 2006

8. Methodology Structured review: a predetermined set of criteria, namely a set of coding categories, used to analyse research papers Coded papers according to: 1.Country 2.Definitions used 3.Type of program (ie leaders, graduates or AA) 4.Positive and negative outcomes of mentoring for mentor, mentee and organisation

9. Sample = 25 research based papers 8 Australia, 8 USA, 4 UK,3 Canada, 1 New Zealand, 1 Singapore 21 papers provided definitions: mentoring is a helpful, supportive, developmental relationship between a more experienced person and a less experienced person 17 studies: leaders/aspiring leaders (7 of which had an AA component) 3 studies: graduates / new employees (1 of which was for women only) 3 studies: multiple levels of staff 2 studies: children at risk

10. 25 Studies 23 reported positive outcomes for mentees 10 reported positive outcomes for mentors 17 reported negative outcomes for the mentee 10 reported negative outcomes for the mentor 13 reported positive outcomes for the organisation 5 reported negative outcomes for the organisation

11. Positive outcomes for mentees = 23 Improved skills / knowledge / challenging assignments Support / empathy / friendship / encouragement Career affirmation / commitment / planning Increased confidence / esteem Enjoyment / satisfaction Induction / socialisation / reduced isolation Networking Discussion / sharing advice Promotion / career advancement Feedback / reinforcement Encourage independence / risk taking / new ideas Exposure / visibility / coaching Improved attitudes /motivation Better work family balance Protection / caretaker 17 13 12 9 8 6 5 4 2

12. Positive Outcomes for Mentors = 10 Interpersonal skills/relationship5 Improved skills / job performance5 Satisfaction with role/career5 Increased confidence / motivation4 Transmission of knowledge/values4 Greater insight into self and others3 Networking3 Enjoyment /stimulation2 Reflection / reappraisal of beliefs2 Assistance / ideas / support2 Empowering others 2 Opportunity to serve as role model1

13. Negative outcomes for Mentees = 17 Lack of mentor knowledge/training5 Mismatch of mentor / mentee4 Lack of time3 Mentors who exploit / out of touch2 Gender related problems2 Lack of mentor support / interest2 Clash between mentor & others1 Unnecessary relationship1 Mentors who do not develop mentee independence1

14. Negative outcomes for Mentors = 10 Lack of time6 Jealousy / negative attitudes3 Lack of support from others3 Lack of training/understanding2 Lack of proximity1 Conflict: advice Vs assessment1 Frustration with mentee performance1 Feel useless when relationship ends 1 Unrealistic expectations of mentees1

15. Positive outcomes for the Organisation = 13 Improved culture / dynamics/ comm.6 Improved skills of staff4 Lower absenteeism3 Retention of staff3 Improved PR, profile of organisation 2 Increased productivity2 Achieving org. goals2 Identified children at risk1 Expanding org’s knowledge base1 Greater sense of belonging1

16. Negative outcomes for the organisation = 5 Maintaining/ attracting mentors5 Funding4 Time to coordinate1 Time taken away from class1

17. Discussion Programmes – range of purposes and targetted a range of personnel Majority focused on leadership Purpose: adult development more so than purely promotion (although 5 studies identified promotion as an outcome for mentees Common positive outcomes for mentors and mentees: skills, confidence, support enjoyment Common negative issues: time, mentoring training / understanding, poor matching

18. Implications & Conclusion Need to invest sufficient resources and time Articulating goals and expectations Training for mentors Carefully selecting and matching mentors and mentees Senior management to support and promote the program