Developing, Implementing, and Assessing Mentoring Programs


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Developing, Implementing, and Assessing Mentoring Programs

  1. 1. Mentoring Programs: BestPractices and a Case StudyKate KaneNovember 29, 2012
  2. 2. Agenda • Discuss the critical components of a successful mentoring program – Review what research reveals as best practices – Have attendees share their insights • Review a case study example from M&T Bank – Mentoring program developed over two years ago – Focus on high performing Vice Presidents2
  3. 3. Why Mentoring? Mentees report: Mentors report: Increased job satisfaction Satisfaction from developing others Increased organizational commitment/retention New/expanded perspectives Improvements in career growth options More promotions/better Greater familiarity with talent compensation3
  4. 4. What’s Needed for a Successful Mentoring Program? Evaluate the program Implement the program Design the program Identify mentees and mentors Identify program goals and gain senior manager support4
  5. 5. Define Program Goals and Gain Support • What organizational outcome(s) are you trying to address? – Knowledge transfer – Engagement – Productivity – Diversity in talent pool – Retention – Succession planning • Does the organization’s culture lend itself to mentoring? • Which senior managers will you need support from and how will you gain that support? • What’s your budget?5
  6. 6. Identify Mentees and Mentors • What population of mentees are you looking to serve and in what way(s)? • What does an ideal mentee look like? – Willing to learn, open to feedback – Interested in further career growth at the organization – Willing to drive the partnership – Maintain confidentiality • What does an ideal mentor look like? – Outside of mentee’s reporting hierarchy – Accomplished role model – Eager to help develop others – Effective listening, feedback, and coaching skills – Able to make a time commitment6 – Maintain confidentiality
  7. 7. Design the Program • How long will the program last? • Who’s responsible for designing, implementing, and assessing the program? – Mentoring program manager – Steering committee • How will you evaluate the program? – Interview and/or survey mentors, mentees, and mentees’ managers before, during, and after the program • How will you pair mentors and mentees? – Use of a survey to assess preferences, needs – Allow mentors and mentees to meet one another prior to making selections7
  8. 8. Design the Program • What content do you need? – Training for mentors and mentees (roles, expectations, best practices) – Networking time for mentors and mentees – Industry/organizational presentations – Senior management guest speakers • How will you deliver the content? – In-person meetings (program kick-off and at least the first mentor-mentee meeting) – Videoconferencing – Webex sessions – Company intranet/file sharing medium (e.g. SharePoint) – Mentoring program software (e.g. Insala)8
  9. 9. Design the Program • What pre-program communications are needed? – Identify potential mentees and mentors – Educate mentees’ (and possibly mentors’) managers about the program – Invite mentees and mentors to participate • What logistics need to be addressed? – Facility rental – Travel arrangements (e.g. hotel, transportation) – Meals/snacks – Materials (e.g. nametags, agendas, binders)9
  10. 10. Implement the Program • What do participants need prior to program kick-off? – Event details, agenda – Completion of any pre-work • What support do you need the day of?10
  11. 11. Evaluate the Program • What should you measure? – Base questions on the goals of the program – Level 1: Reaction • Did you like the event, venue, food, facilitators? – Level 2: Learning • Did you learn more about the organization? • Did you meet people you didn’t know before? – Level 3: Behavior/Application • Are you more engaged? • Are you more productive? – Level 4: Results • Are mentees more likely to stay with the organization? • Are mentees getting promoted more quickly? • Are mentees more successful?11
  12. 12. Evaluate the Program • How do you measure? – Interview/survey mentees, mentors, and mentees’ managers before, during, and after the program – Compare mentees’ retention and promotion rates to those of a control group • What happens with the results? – Use to make changes to the program – Use to make decisions about future participants – Share with senior managers12
  13. 13. M&T’s Senior Leadership Development Program (SLDP) Mentoring Program • Alumni from a senior leadership development program started the mentoring program • Goals included increasing employee engagement, productivity, and retention • Senior manager support obtained easily – SLDP alumni driven – Comfort level with mentoring (M&T culture and some research) • Key program features – 10-month mentoring partnership – Opportunities to network – Ability to learn about the bank’s divisions, culture, strategy, and initiatives13
  14. 14. SLDP Mentoring Program: Identifying Mentees and Mentors • Mentors: – SLDP alumni (50) – Senior managers with tenure of 15 to 20 years – Voluntary participation • Mentees: – Vice Presidents (50 out of 2700) – High-potentials identified through divisional talent review meetings – Representation from all geographies and divisions – Voluntary participation14
  15. 15. SLDP Mentoring Program: Design the Program • Two-step process for pairing mentees and mentors – Speed mentoring • Surveyed mentees prior to program kick-off to determine what they were looking for in a mentor, which specific mentors they’d like to meet at the program kick-off • Used 75-minute session to enable mentees to meet with seven different mentors – Mentor selection • Surveyed mentees after the program kick-off to identify their top seven mentor choices • Surveyed the mentors to determine their preferences • Program manager makes pairings to accommodate as many preferences as possible (mentee preferences took priority)15
  16. 16. SLDP Mentoring Program: Design the Program • September: Two-day program kick-off event with all mentors and mentees – Division/initiative updates from senior managers – Training for mentors and mentees – Speed mentoring – Dinner the first night and lunch the second day • October through May: Mentee-mentor interactions – One on one meetings – Shadow day(s) • June: Two-day program wrap-up event with all mentors and mentees – Division/initiative updates from senior managers – Dinner the first night and lunch the second day16 – Next steps discussion for mentors and mentees
  17. 17. SLDP Mentoring Program: Design the Program • Mentoring Program Manager – Member of HR – Facilitate mentee training session – Pair mentors and mentees – Available as confidential resource for both mentors and mentees – Facilitate “next step” conversation at wrap-up meeting • Steering Committee – Five SLDP alumni, one administrative person – Design and facilitate the kick-off and wrap-up meetings (e.g. create the agenda, invite speakers)17
  18. 18. SLDP Mentoring Program: Design the Program • Pre-program communications – Emailed managers of potential mentees – Emailed mentees an invitation to participate – Creation of a “bio book” that included mentors and mentees • Corporate title, functional title • Division, department • State, city • Tenure at M&T • M&T work history • Interests, activities, fun facts • Headshot18
  19. 19. SLDP Mentoring Program: Implement the Program • Program kick-off meeting in Buffalo, NY (Hotel @ Lafayette) • Program wrap-up meeting in Baltimore, MD (TBD) • Use of internal Travel Department • Magnetic nametags – name, department, location, and special flag indicating “mentor” or “mentee”19
  20. 20. SLDP Mentoring Program: Evaluate the Program • Program costs (100 participants) – $25,000 for each two-day meeting (facility rental, hotel rooms, lunch, cocktail dinner, and materials) – $15,000 for each two-day meeting for attendees’ travel costs (flights, trains, cabs, airport parking, travel meals) – 40 hours of work for Program Manager – 20 hours of work per Steering Committee member • Results – Surveyed mentees, mentees’ managers, and mentors at the conclusion of each in-person meeting and at the end of the program – Tracking mentees in order to evaluate retention and career progression/promotions20
  21. 21. SLDP Mentoring Program: Evaluate the Program – Mentee Results 64% 52% 96% learned more about 60% are more engaged broadened their divisions, projects, have a new/ and more willing to network culture, and enhanced skill stay with the bank strategy 48% are more 80% met a effective because person that can they know how act as an to operate within advocate the culture 44% identified 64% are more career path(s) efficient because they want to they know more pursue at the people to contact bank21
  22. 22. SLDP Mentoring Program: Evaluate the Program – Mentees’ Managers Observations of Mentees 69% 62% are more effective 46% 69% are more efficient because they know identified career Have a new/enhanced because they know how to operate in path(s) they want to skill more people to contact alignment with the pursue at the bank for assistance culture and strategy22
  23. 23. SLDP Mentoring Program: Evaluate the Program – Mentor Results 100% have the satisfaction 68% 47% 37% of knowing they broadened their developed new are more engaged helped develop network perspectives someone 58% identified a person(s) they can recommend for current/future job opportunities 42% are more efficient because they know more people to contact23
  24. 24. References • Designing Workplace Mentoring Programs: An Evidence Based Approach by Tammy Allen, Lisa Finklestein, and Mark Poteet (March 2009) • The Blackwell Handbook of Mentoring: A Multiple Perspectives Approach by Tammy Allen and Lillian Eby (May 2010) • “The link between career plateauing and mentoring”, a thesis by Elizabeth Lentz (April 2004)24