1 Launch of Coaching and Mentoring Wales 13 June 2006 Christopher Ward Chief Executive Wales...
-
Upload
egbert-johnston -
Category
Documents
-
view
215 -
download
2
Transcript of 1 Launch of Coaching and Mentoring Wales 13 June 2006 Christopher Ward Chief Executive Wales...
1
Launch of
Coaching and Mentoring
Wales
13 June 2006
Christopher Ward
Chief Executive
Wales Management Council
2
3
THE CASE FOR MENTORING
“Mentoring has now become one of
the essential tools in the development
armoury. Its potential to stimulate
learning in both parties makes it one
of the most effective human resource
instruments available.”
David Clutterbuck
4
THE CASE FOR MENTORING
“HR and line managers * were in agreement
about the top three methods for developing
managers …. internal training programmes,
…. external courses and seminars, ….
mentoring and coaching.”
* From UK, France Germany, Spain, Denmark, Norway, Romania
Developing Managers: A European Perspective, CMI 2004
5
THE CASE FOR MENTORING
“The challenge is to develop a mentoring
network that can offer any small business,
not just start ups, mentors with the specific
skills and experience they need..”
SFEDI Small Business Skills Assessment, 2004
6
THE CASE FOR MENTORING
“The advantage of mentoring over other
forms of development is that it focuses
on real learning needs on a specific and
personal level.”
Mentoring for Business in Wales: Learning from Good Practice
LEED Unit, Cardiff University Business School, April 2006
7
THE CASE FOR MENTORING
“If implemented correctly a mentoring
programme has the potential for longer-
term impact on business performance
and for developing a learning culture in
Wales.”
Mentoring for Business in Wales: Learning from Good Practice
LEED Unit, Cardiff University Business School, April 2006
8
HOW DOES WALES COMPARE?
Number of companies helped by publicly
funded mentoring programmes:
• England 14,000, of which
• Bristol 72
• Republic of Ireland 360
• New Zealand 3000 per year
• Wales ….
Mentoring for Business in Wales: Learning from Good Practice
LEED Unit, Cardiff University Business School, April 2006
34 per year
9
WALES’ BUSINESS PROFILE
• Sole traders 122,680 71%
• 1 – 19 employees 46,100 27%
• 20 – 49 employees 2,325 1%
• 50 – 249 employees 1,055 0.6%
• 250 + employees 175 0.1%
Department of Trade and Industry, 2003
10
REALITY CHECK
• 1600 companies surveyed in 2004
• only 22% have training budget, of which….
• 33% for management training
• av. 6.5 training days per manager per year
• 36% do no management training at all.
Management Development in Wales – Survey of Current Practice
Wales Management Council, 2005
11
SME MARKET
• Little interest in personal development
• Focused on today
• Time poor
• No budget for training/development
• Lacks information about opportunities
• Sceptical about quality of provision
• Doubtful about benefits
12
THE PROBLEM
“Management development” is a product:
• nobody wants (“I’m doing all right”)
• most managers say they don’t need
• few understand
• many will only buy if it’s free …
yet it could make all the differenceto them and their business.
13
THE CHALLENGE
If managers don’t know
what they don’t know,
how do they know
whether
what you know
is going to help them
know more?
14
MENTORING IN WALES
“Set up, maintain, deliver and evaluate
a national mentoring scheme.”
Agenda for Action, Wales Management Council, 2003
“More mentoring for more people.”
Mentoring in Wales, Wales Management Council, 2004
“Train more mentors, and provide
mentoring support for more managers.”
Agenda for Growth, Wales Management Council, 2005
15
MENTORING IN WALES
Activity:
• Internal for staff development
• Business advice networks
• DEIN (former WDA) programme
• Private consultants
• Business to business
• Peer mentoring between colleagues
16
MENTORING IN WALES
New initiatives needed to:
• Promote mentoring
• Encourage internal programmes
• Facilitate inter-company mentoring
• Co-ordinate/extend current provision
• Train and accredit mentors
• Develop supervisory structures
• Develop mentor networks
17
MENTORING IN WALES
Results of new initiatives:
• Greater awareness of mentoring
• Better linkage between providers
• Clearer frameworks of best practice
• Increased demand
• Improved corporate development
• Economic growth and success
18
MAKING ALL THIS HAPPEN
19
COACHING AND MENTORINGWALES
CAMW aims to develop, co-ordinate
and promote the provision of coaching
and mentoring services in Wales.
CAMW is the central point of contact
for all those involved in the provision
and use of professional coaching and
mentoring services in Wales.
20
COACHING AND MENTORINGWALES
CAMW will only be as good as its
members’ …..
• professionalism• energy• enthusiasm• involvement• cash
so join today so that CAMW becomes
21
22
End of Presentation
• Thank you for listening