OVERALL RESULTS, LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THE PILOT...
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Transcript of OVERALL RESULTS, LESSONS LEARNED AND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THE PILOT...
OVERALL RESULTS, LESSONS LEARNEDAND OVERALL RECOMMENDATIONS FOR FINAL EVALUATION OF THEPILOT MENTORING PROGRAMME
Agenda
1. Background to Mentoring2. Overall Results
– Mentees– Mentors– Line Managers
3. Mentoring Process– Approaches Used– Key Findings & Future
Recommendations4. 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 nationalresults for all organisations involved with the pilotmentoring programme.
Overall MENTEE Results
• Mentoring Programme has achieved significant results for individuals.
78%
7%
75%
12%
0%
20%
40%
60%
80%
% of Responde
nts
Satisfaction
Dissatisfaction
PersonalDevelopment
Objectives /Goals WereMet
78%
7%
75%
12%
0%
20%
40%
60%
80%
% of Responde
nts
Satisfaction
Dissatisfaction
PersonalDevelopment
Objectives /Goals WereMet
Mentee Satisfaction with Positive Impact of Mentoring on Management Skills
71%
10% 16%
0%
20%
40%
60%
80%
% of Respondents
Satisfied
Dissatisfied
Indifferent
71%
10% 16%
0%
20%
40%
60%
80%
% of Respondents
Satisfied
Dissatisfied
Indifferent
MENTEE Top Attributes Positively Impacted by Programme
• Increase in confidence has led to increases in the other attributes
83% 83%75% 74% 74% 71%
0%10%20%30%40%50%60%70%80%90%
% of Respondents
Confidence
Judgment
CommunicationSkills
Ability to Give andReceive Feedback
Problem Solving
Commitment toQuality
83% 83%75% 74% 74% 71%
0%10%20%30%40%50%60%70%80%90%
% of Respondents
Confidence
Judgment
CommunicationSkills
Ability to Give andReceive Feedback
Problem Solving
Commitment toQuality
Overall Line Manager Results
• Very positive feedback on results of programme
100% 96% 88%
0%
50%
100%
% of Responses
Line Manager's Feedback
Satisfied withParticipant's PersonalDevelopment
Satisfied that Participanthas Learnt AppropriateSkills
Has Noticed a Change inParticipant's Behaviour
100% 96% 88%
0%
50%
100%
% of Responses
Line Manager's Feedback
Satisfied withParticipant's PersonalDevelopment
Satisfied that Participanthas Learnt AppropriateSkills
Has Noticed a Change inParticipant's Behaviour
Mentoring has Increased Knowledge of the Organisation
• Knowledge is Power!
76% 81%74%
0%20%40%60%80%
100%
% of Respondents
Better Understanding ofOrg
Better Understanding ofRoles Played by Othersin Org
Helped to Increase myCorporate Aw areness
76% 81%74%
0%20%40%60%80%
100%
% of Respondents
Better Understanding ofOrg
Better Understanding ofRoles Played by Othersin Org
Helped to Increase myCorporate Aw areness
Overall Results for Reflection
“Reflection must become routine for all of us”
National Agree Total
National Disagree Total
National Undecided Total
78% 15% 4%
Mentee
MentorNational Agree
TotalNational
Disagree Total National
Undecided Total
78% 7% 13%
Overall MENTOR Results • Results clearly indicate, significant
positive results for mentors personal development and management skills
60%
83%
0%
20%
40%
60%
80%
100%
% of Respondents
Own PersonalDevelopment
Positive Impact onManagement Skills
.
60%
83%
0%
20%
40%
60%
80%
100%
% of Respondents
Own PersonalDevelopment
Positive Impact onManagement Skills
.
OVERALL RESULTS, LESSONS LEARNEDAND 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)
National Satisfied
Total
National Dissatisfied
Total
National Indifferent
Total 30% 22% 23%
Adequately Informed of Why
You Were Chosen
National Satisfied
Total
National Dissatisfied
Total
National Indifferent
Total 61% 19% 5%61% 14% 18%
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
CATEGORYNUMBER OF MENTIONS
Career Management / PDP / Training 53
Knowledge of the Board (Structure, Politics)
30
Leadership 3
Negotiation 10
Operational / Management issues 3
Proposals / Service Planning 5
Staff Management / Staff Relations 7
Teamwork 9
Working Conditions 6
H.R. 1
CATEGORYNUMBER OF MENTIONS
Career Management / PDP / Training 53
Knowledge of the Board (Structure, Politics)
30
Leadership 3
Negotiation 10
Operational / Management issues 3
Proposals / Service Planning 5
Staff Management / Staff Relations 7
Teamwork 9
Working Conditions 6
H.R. 1
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
PeopleStrategy
(HR, APPM,OD, L&D)
Mentoring
HR & Change Programmes
Personal Development
Planning (PDP)
Training &DevelopmentProgrammes
“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)