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YBI Global Forum, Monday: Strengthening our network - Knowledge sharing
The document discusses a working group project to improve mentoring processes across several youth business programs (YBPs) in different countries. The goals are to establish a clear baseline of each program's capabilities, prioritize areas for improvement, and develop a framework for ongoing collaboration and strengthening of mentoring processes. The working group will conduct self-assessments of their mentoring processes using a standardized template, identify strengths and weaknesses, develop an improvement plan, and track progress through interim and final assessments to share lessons learned. Conducting these assessments and collaborative improvement efforts are meant to better enable effective knowledge sharing and learning between the programs.
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YBI Global Forum, Monday: Strengthening our network - Knowledge sharing
- 1. Network Strategy –Working Group A Knowledge sharing: “Creating the basis for effective learning”
- 2. Working Group A– Team members Kenya Graham Shaw Chairman, Kenya Youth Business Trust Nigeria Adedamola Ajayi CEO, Youth Business Initiative Nigeria Russia Boris Tkachenko CEO, Youth Business Russia Ukraine Natalia Lapardina Chairman, Youth Business Ukraine
- 3. Our process “How dowe learn from each other more effectively?” Finding required knowledge and making it accessible to those that need it Deploying knowledge effectively to drive performance “Creating the basis for effective learning”
- 4. Effective knowledge deployment– hypothesis Mentoring Toolkit had provided us with a view of what “good” look like Programmecapability t recognition of the need to learn 1 detailed understanding of what needs to improve 2 defined plan to close the gap 4 supported “learning by doing” 5 recognition of success/raising the bar 6 gap analysis – “good” vs. current state 3 Our project will look at other requirements for effective learning What is the process for building capability in our programmes?
- 5. 5 Mentoring process: self-improvingframework (draft) Hold group events for mentors/ mentees Manage process and gather data Conduct programme evaluation Agree and communicate req’d changes planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Scan local support environment Define mentoring goals and outcomes Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Define training objectives and curriculum Develop training plan/schedule Prepare materials/ train the trainer Run training events/capture feedback Update training content and plan Define matching criteria Review and match mentors and entrepreneurs Hold introductory meeting Develop and agree mentoring contract Define process policies and procedures Define content and frequency of reporting Provide further training and materials Develop recognition strategy and plan Execute events and other communications Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Hold relationship reviews
- 6. 6 Self-assessment scoring guide “Thisisn’t an activity that we do/have done” Score Criteria 0 Not done 1 Done sometimes or in-part 2 Done but not defined 3 Defined but not controlled/reviewed 4 Done routinely and consistently 5 Routinely reviewed and improved “We do this on some occasions or maybe do some parts of this activity” “We do it but haven’t written down exactly what it is, who does it, how we measure it...” “We’ve defined it and think it’s done consistently, but don’t routinely check” “We do it and regularly check that its being done as we defined” “We do it consistently and regularly review how we do it and make improvements”
- 7. 7 Mentoring process: exampleself-assessment planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Define process policies and procedures Hold group events for mentors and mentees Develop recognition strategy & plan Scan local support environment Define mentoring goals Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Develop training plan/schedule Define training objectives and curriculum Prepare materials/ train trainers Run training events/capture feedback Update training content and plan Define matching criteria Review & match mentors and entrepreneurs Hold introductory meeting Develop & agree mentoring contract Define content and frequency of reporting Hold relationship reviews Provide further training and materials Manage process and gather data Execute events & other comms Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Conduct programme evaluation Agree and communicate req’d changes Overall mentoring process capability = 61%
- 8. Working group mentoringprocess comparison planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Define process policies and procedures Hold group events for mentors and mentees Develop recognition strategy & plan Scan local support environment Define mentoring goals Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Develop training plan/schedule Define training objectives and curriculum Prepare materials/ train trainers Run training events/capture feedback Update training content and plan Define matching criteria Review & match mentors and entrepreneurs Hold introductory meeting Develop & agree mentoring contract Define content and frequency of reporting Hold relationship reviews Provide further training and materials Manage process and gather data Execute events & other comms Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Conduct programme evaluation Agree and communicate req’d changes planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Define process policies and procedures Hold group events for mentors and mentees Develop recognition strategy & plan Scan local support environment Define mentoring goals Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Develop training plan/schedule Define training objectives and curriculum Prepare materials/ train trainers Run training events/capture feedback Update training content and plan Define matching criteria Review & match mentors and entrepreneurs Hold introductory meeting Develop & agree mentoring contract Define content and frequency of reporting Hold relationship reviews Provide further training and materials Manage process and gather data Execute events & other comms Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Conduct programme evaluation Agree and communicate req’d changes planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Define process policies and procedures Hold group events for mentors and mentees Develop recognition strategy & plan Scan local support environment Define mentoring goals Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Develop training plan/schedule Define training objectives and curriculum Prepare materials/ train trainers Run training events/capture feedback Update training content and plan Define matching criteria Review & match mentors and entrepreneurs Hold introductory meeting Develop & agree mentoring contract Define content and frequency of reporting Hold relationship reviews Provide further training and materials Manage process and gather data Execute events & other comms Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Conduct programme evaluation Agree and communicate req’d changes planning mentor recruitment matching management & support recognitiontraining evaluation Define purpose and vision for mentoring Define process policies and procedures Hold group events for mentors and mentees Develop recognition strategy & plan Scan local support environment Define mentoring goals Define roles and job descriptions Develop 12 month activity plan Define eligibility and qualification criteria Identify most efficient sources Develop recruitment/ marketing plan Run mentor orientation event Complete mentor profile and application Screening, selection and feedback Develop training plan/schedule Define training objectives and curriculum Prepare materials/ train trainers Run training events/capture feedback Update training content and plan Define matching criteria Review & match mentors and entrepreneurs Hold introductory meeting Develop & agree mentoring contract Define content and frequency of reporting Hold relationship reviews Provide further training and materials Manage process and gather data Execute events & other comms Establish mentor community Define evaluation criteria Define measurement process/metrics Collect and test data Conduct programme evaluation Agree and communicate req’d changes YBP A = 88% YBP B = 61% YBP C = 59% YBP D = 29%
- 9. Creating the basisfor effective learning • A clear and measurable baseline identifying their need for improvement • A better ability to prioritise specific sub-processes and activities for improvement • A strong framework for discussing mentoring performance within each YBP and for collaborating on improvement with other YBPs, YBI and external experts • A framework that defined our mentoring process that will get better as we use it together • A methodology for process and programme strengthening that we can apply to other processes
- 10. Next steps Agree project approachand starting process template Conduct individual assessments and compare findings Develop & launch improvement plan Conduct final assessment Conduct interim assessment • Make improvements to template • Assessment of current process strengths and weaknesses • Identify areas for improvement • Define improvement priorities • Revisit Toolkit • Identify where we can learn from each other* • Define development plan — Focus areas — Goals , targets, timelines — Training/support plan — Measurement and assessment process • Review progress • Share learnings • Amend plan as required • Assess improvements achieved • Review/problem solve problem areas • Define new improvement goals • Capture learnings to share with the network * Within our working group at this point GF10
- 11. Our experience ofthis process Difficulties • Language differences • Telecommunication challenges Benefits • Get to know the network better • Opportunity to share our experiences and questions • Seeing things from others’ perspectives • Possibility to develop joint projects and events • Stronger voice to advocate common interests Learnings • We must do more of this!
Editor's Notes
- #4 We started our process by thinking how we should look at the area of “knowledge sharing”, what we mean by it and what value it has in the context of this network We concluded that the object of knowledge sharing was not the distribution of knowledge itself. Instead we agreed that the purpose of knowledge sharing was that members of the network should use the experience and wisdom in the network to increase the effectiveness of our programmes. So we decided we would think more broadly about how we could “learn more effectively from each other” [Build 1]. We decided this question had two components [Build 2] First is the process of understanding what information is need or useful and making it available to the people who need it. This is an important topic and the focus of most “knowledge management” initiatives. We will have the opportunity to work on this area in the next section of this forum. But as we discussed knowledge sharing in the network, we noticed that all of us had identified Mentoring as an area where we should focus our knowledge sharing efforts – this despite the fact that we already have done a lot of work in this area and have an excellent Toolkit available to all of us This led us to conclude that in order to learn effectively from each other, we must also understand what is required for us to DEPLOY knowledge effectively [Build 3] We decided then to make the focus of our strengthening project be to understand what we have to have in place in our programmes to “create the basis for effective learning” [Build 4]
- #5 Through this discussion we started to consider and develop a simple model of how we thought capability building would happen around a core process like mentoring in a way that new capability would be sustainable. Our model, that we decided we would test in our project, had 6 steps [Build 1] The process starts by identifying a compelling need for improvement. This means that a general “we are always trying to improve our mentoring” isn’t good enough. Instead we need to identify detailed and specific improvements we feel we need to make that are important enough for them to be a priority for us With this done we can compare our current reality – what we do today in these specific activity areas against examples of best or better practice that we can access from other members and from the toolkit This allows us to develop customised improvement plans – training, coaching and implementation, not to improve mentoring in general, but to improve the specific areas that are must important to US, NOW And after we have practiced these new ways of working we can test whether we have improved, and hopefully celebrate success by setting ourselves new, more stretching targets Against this model we could see that the work done so far in the network including the Mentoring Toolkit was great for helping us understand “what good looks like” [Build 2] But we needed to do more work in our own programmes in the steps that come earlier in the process, if we were fully to utilise this knowledge resource. We decided we would make these steps the focus of the next part of our work
- #6 To start this process we needed a framework that provided us with a model of the ideal Youth Business Programme mentoring process, down to a sufficient level of detail We developed this largely from the Mentoring Toolkit and hopefully consistent with it, but to put best practice into a simple process model Please note, we picked MENTORING for this trial very deliberately BECAUSE we could already say that much of the knowledge we need in this area has been made available. We wanted to focus on what WE need to do in our programmes to put this knowledge to effective use. This framework is called a “self-improving” framework for 2 reasons: Because as we will demonstrate, we use because we want to improve our programmes Because the more we use this (or some other framework) together, the better and more useful the framework itself will become
- #7 So what we have done in our group is to score ourselves in each activity in this framework The fact that we use self-assessment is important. If we who are leaders of programmes don’t think improving any process is important, then simply put, no improvement will happen But assessment shouldn’t be on “gut-feel”. Instead we test against more objective criteria: Do we do the activity? Is how the activity should be done clearly defined? If so, do we check that it is being done in accordance with that definition? Are we measuring our performance in the process area and constantly making improvements? We used a simple “traffic light” system to make our data easy to interpret Scoring our mentoring process for each program has produced some interesting data that can help fill-in the first few steps of the capability model we described earlier...
- #8 This chart shows the assessment results from one programme (we aren’t going to disclose) which! Clearly it reveals where, in this case, the programmer leader assesses the programme is relatively weak or strong and highlight any particular areas that might be needing attention What is very important is that in order to do this exercise properly, a programme manager would need to have detailed conversations with the team member or members who have day-to-day responsibility for mentoring to review the scoring and the reasoning behind the scores given. This will generate an enormous amount of new data around how well the process is understood and managed and will typical identify large numbers of improvements that can be made The scoring system also generates a process capability score either for the process as a whole (61%) or for each sub-process. Overtime and if we used such a tool across the network, these scores will have more absolute significance, but even just in one programme, they allow the team to track improvements as they happen – a critical feedback device essential for any form of performance improvement
- #9 This data can then be used to compare process quality between programmes – in this case between members of our working group The purpose of such comparison is not to work out which programme is “top of the class” which is not important at all – in fact, more ambitious programmes will be most likely to score themselves harshly to help encourage the drive to ever better performance What this data does do is facilitate collaboration around mentoring e.g.: Helps YBPs identify learning partners with similar improvement needs so that they can pool their efforts in joint learning or problem solving sessions I can help programmes identify learning buddies they are well positioned to approach that are strong where they are weak It can help YBI understand where there are areas of common need so that they can produce a network-level response – a further development of the Toolkit for example And it helps YBI identify programmes that have particular risks around this or other process so that it make an intervention with that programme And obviously the more experience we have of using this tool with more programmes, the more powerful it could be
- #10 So in summary, what do we hope our project will five us: [Build 1] For each participating YBP... [go through points] And for the network as a whole... [Build 2, go through point]
- #11 So are next steps are: We will review the data we have collected so far, by ourselves, as a group and with help from YBI. We may want then to revisit some of the data and re-assess From this we will identify our individual priorities and develop these into a development plan – including what we might have to change in our programmes (beyond just training) and where we think we can get help We will then implement the plan and practice new ways of working over the next 6 months At the end of 6 months we will run our assessments again and see if we’ve improved! We will then capture our experience and share it with the rest of you!