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    pepe631 pepe631 Presentation Transcript

    • 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
    • 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
    • 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
    • Mentoring in public sector defined
      • 2-way process concerned with developing staff and fostering learning
      • According to Bhatta & Washington (2003:213) it is:
      • a developmental intervention; and
      • ‘ transfer’ or socialisation process
    • 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
    • Formalised programs in public sector
      • Mentoring of new staff
      • Mentoring of new, existing or aspiring leaders
      • Mentoring as an affirmative action (AA) strategy
    • Research Sample
      • Comprehensive search: Proquest, Ebsohost, AEI, ERIC, PsycLIT, APAISA, AIMMAT, Google Scholar
      • Located 25 research based papers published during 1991 to 2006
    • Methodology
      • Structured review: a predetermined set of criteria, namely a set of coding categories, used to analyse research papers
      • Coded papers according to:
      • Country
      • Definitions used
      • Type of program (ie leaders, graduates or AA)
      • Positive and negative outcomes of mentoring for mentor, mentee and organisation
    • 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
    • 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
    • Positive outcomes for mentees = 23 17 13 13 12 9 8 8 6 5 4 4 2 2 2 2 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
    • Positive Outcomes for Mentors = 10
      • Interpersonal skills/relationship 5
      • Improved skills / job performance 5
      • Satisfaction with role/career 5
      • Increased confidence / motivation 4
      • Transmission of knowledge/values 4
      • Greater insight into self and others 3
      • Networking 3
      • Enjoyment /stimulation 2
      • Reflection / reappraisal of beliefs 2
      • Assistance / ideas / support 2
      • Empowering others 2
      • Opportunity to serve as role model 1
    • Negative outcomes for Mentees = 17
      • Lack of mentor knowledge/training 5
      • Mismatch of mentor / mentee 4
      • Lack of time 3
      • Mentors who exploit / out of touch 2
      • Gender related problems 2
      • Lack of mentor support / interest 2
      • Clash between mentor & others 1
      • Unnecessary relationship 1
      • Mentors who do not develop mentee
      • independence 1
    • Negative outcomes for Mentors = 10
      • Lack of time 6
      • Jealousy / negative attitudes 3
      • Lack of support from others 3
      • Lack of training/understanding 2
      • Lack of proximity 1
      • Conflict: advice Vs assessment 1
      • Frustration with mentee performance 1
      • Feel useless when relationship ends 1
      • Unrealistic expectations of mentees 1
    • Positive outcomes for the Organisation = 13
      • Improved culture / dynamics / comm. 6
      • Improved skills of staff 4
      • Lower absenteeism 3
      • Retention of staff 3
      • Imp roved PR, profile of organisation 2
      • Increased productivity 2
      • Achieving org. goals 2
      • Identified children at risk 1
      • Expanding org’s knowledge base 1
      • Greater sense of belonging 1
    • Negative outcomes for the organisation = 5
      • Maintaining/ attracting mentors 5
      • Funding 4
      • Time to coordinate 1
      • Time taken away from class 1
    • 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
    • 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