This document discusses measuring the effectiveness of mentoring and return on investment of coaching and mentoring programs. It provides examples of how to measure individual and organizational outcomes from these programs. Key measures include individual performance, skills development, relationship quality, retention rates, and organizational culture. The document also discusses establishing standards for coaching quality through coach assessments and certification.
31. When to measure Before the programme start (Climate for mentoring + general participant expectations) At the beginning (Specific participant expectations) After 2/3 meetings (Is this a good match?) After 4-6 months (Are relationships working? What support do people need?) After 12 months (Short-term - mainly developmental - outcomes) After 24 months (Longer-term – career – outcomes)
36. Validated scales Organisational context Goal clarity, commitment and alignment Mentoring behaviours (by both parties) Relationship quality Outcomes – career, developmental, enabling and emotional
37. Formal assessment: the ISMPE The International Standards for Mentoring Programmes in Employment cover: Clarity of purpose Stakeholder training and briefing Selecting and matching Measurement and review Ethics and pastoral care Support systems and administration
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39. Gold schemes are among the most effective and well-managed in the world
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41. Outcomes Hard measures of mentoring effectiveness Retention Appraisal scores Increased sales/outputs Proportion of proposals based on customer value-added Employee engagement data Diversity statistics Quality improvement data Actual promotions Quality improvement data Actual promotions Process Frequency of meetings Numbers of pairs that stay the course
50. Continuous improvement Measurement encourages good practice in mentoring dyads Communicate survey data to participants and sponsors – ask them to help contextualise responses and use them to initiate programme improvements Look for patterns in the data – e.g. Why do male mentees appear to be less trusting of their mentors than females? Conduct an annual programme review and make it part of your report to senior management Where appropriate, benchmark against other similar organisations