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Developing, Implementing, and Assessing Mentoring Programs
- 1. Mentoring Programs: Best Practicesand a Case Study Kate Kane November 29, 2012
- 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 Presidents 2
- 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 compensation 3
- 4. What’s Needed fora Successful Mentoring Program? Evaluate the program Implement the program Design the program Identify mentees and mentors Identify program goals and gain senior manager support 4
- 5. Define Program Goalsand 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. Identify Mentees andMentors • 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 commitment 6 – Maintain confidentiality
- 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 selections 7
- 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. 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. 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. 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. 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 managers 12
- 13. M&T’s Senior LeadershipDevelopment 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 initiatives 13
- 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 participation 14
- 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. 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 day 16 – Next steps discussion for mentors and mentees
- 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. 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 • Headshot 18
- 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. 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/promotions 20
- 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 bank 21
- 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 strategy 22
- 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 contact 23
- 24. References • DesigningWorkplace 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