The Mentor Michigan Census (MMC) is a survey of organizations operating mentoring programs in the state with the primary purpose of understanding the scope and nature of mentoring and mentoring organizations in Michigan. Join Mentor Michigan as we share the highlights from the results of the Wave VIII of the Mentor Michigan Census, conducted in the fall of 2010.
The document summarizes the results of a SHRM survey on the economic conditions and hiring in California. Some key findings include:
- Three-quarters of California organizations reported being in excellent or good financial health, with 60% seeing improvements over the past year.
- While 40% of organizations lost 1-5% of staff in the past year, 26% saw no staff losses. Common strategies for financial challenges included laying off employees and budget cuts.
- The vast majority (95%) of organizations hired full-time employees in the past year, focusing on maintaining operations and organizational growth. Two-thirds also found it somewhat or very difficult to hire for positions requiring new skills.
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
The survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
Employing People With Disabilities: Practices and Policies Related to Recruit...shrm
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational policies and practices related to recruiting and hiring people with disabilities. The survey found that over half of organizations train HR staff on interviewing people with disabilities and develop relationships with disability employment organizations. Nearly half found training HR on interviews to be very effective. Larger organizations and public companies were more likely to have these policies. The survey aimed to provide new knowledge on HR practices to improve employment outcomes for people with disabilities.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The document summarizes the results of a SHRM survey on the economic conditions and hiring in California. Some key findings include:
- Three-quarters of California organizations reported being in excellent or good financial health, with 60% seeing improvements over the past year.
- While 40% of organizations lost 1-5% of staff in the past year, 26% saw no staff losses. Common strategies for financial challenges included laying off employees and budget cuts.
- The vast majority (95%) of organizations hired full-time employees in the past year, focusing on maintaining operations and organizational growth. Two-thirds also found it somewhat or very difficult to hire for positions requiring new skills.
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
The survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
Employing People With Disabilities: Practices and Policies Related to Recruit...shrm
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational policies and practices related to recruiting and hiring people with disabilities. The survey found that over half of organizations train HR staff on interviewing people with disabilities and develop relationships with disability employment organizations. Nearly half found training HR on interviews to be very effective. Larger organizations and public companies were more likely to have these policies. The survey aimed to provide new knowledge on HR practices to improve employment outcomes for people with disabilities.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The document discusses BARHII's Organizational Self Assessment Toolkit which local health departments can use to evaluate their capacity to address health inequities. The toolkit includes surveys, interviews, and document reviews to assess organizational culture, workforce skills, community partnerships, and other areas. It is intended to identify strengths and areas for improvement to inform strategic planning. Berkeley's experience piloting the toolkit is also discussed. The toolkit provides a standardized yet customizable approach for health departments to evaluate their ability to eliminate health inequities.
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
The study examined the experiences of 1,000 professional women across different sectors to understand support for careers and the talent pipeline. It found a paradox where most women feel supported, but many have faced gender-related obstacles. Accountancy, Law, and Education were best for women and mothers, while Advertising/Media and Engineering were worst. Flexible work and role models were seen as most important for progress. Addressing unconscious biases and creating a culture where issues can be safely raised could help solve the disconnect between perceived and actual support.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document provides an executive summary of a report on engaging youth service providers in Illinois in developing outcomes for youth development programs. The report conducted a literature review on positive youth development models, interviewed Illinois Department of Human Services staff, and held focus groups with youth providers. Key findings include: 1) The literature identifies 5 common outcome models that could be used as a starting point, 2) Providers are familiar with outcomes but lack clarity on what the state wants to measure, 3) Both providers and the state need capacity building to successfully implement performance-based budgeting. The report makes recommendations for the government, philanthropy sector, and providers to strengthen youth programs and services in Illinois.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
SHRM Survey Findings: Social Networking Websites and Recruiting/Selectionshrm
Organizations are increasingly using social networking sites like LinkedIn (94%) for recruiting. The primary reason is to recruit passive candidates who may not otherwise apply (80%). While concerns exist around legal risks and protected characteristics, organizations see benefits in targeting candidates by skills and increasing their employer brand. HR professionals can use social media to attract talent but may need policies around screening given legal uncertainties.
This SHRM survey examines how California organizations communicate employee benefits. Key findings include:
- Most employees are knowledgeable about available benefits, though few organizations have benefits communication budgets.
- Top communication methods are online/paper enrollment materials and group/one-on-one meetings with representatives.
- Very few organizations use social media for benefits communication currently, though some plan to in the future.
- Health care remains the most important benefit to employees currently and is expected to remain so in the next 3-5 years.
Mentoring: A Promising Intervention for Children of PrisonersMentor Michigan
This document discusses mentoring as a promising intervention for children of prisoners. It provides an overview of the issue, including that over 2 million children in the US have an incarcerated parent. Children of prisoners face many risks like poverty and instability. The document explores the developmental impacts of parental incarceration on children and how mentoring can help by providing social support and hope. It offers strategies for mentoring programs to address the needs of this vulnerable population, including special training for mentors on the impacts of incarceration.
This document discusses the impact of parental imprisonment on children and families. It includes quotes from children with parents in prison describing feelings of upset, shame, and lack of privacy and comfort during prison visits. Statistics show that 45% of prisoners lose contact with families during imprisonment, and maintaining family contact reduces recidivism. The document calls for more support for the estimated 150,000 UK children annually affected by parental imprisonment.
It is important to understand how incarceration affects an entire family system, not just prisoners. What can social service professionals, educators, and policymakers due to help maintain family bonds before, during and after incarceration.
This presentation reviews key elements to building a successful mentoring partnership with a school. We will explore considerations for working with schools and how to determine if your program design will fit in a school setting. We will also cover tips for a successful meeting with key decision makers and maintain your school based program.
Mentor Michigan and Michigan Campus Compact developed the College Positive Mentoring Toolkit, designed to provide mentors with information, conversation starters, match activity ideas, and ready-to-use activities, to help their mentees take important steps towards higher education
2011 Disability/Inclusion Week Webinar: Becoming a More Inclusive Mentoring P...Mentor Michigan
This document summarizes an audio webinar about including individuals with disabilities in mentoring programs. It provides instructions for participating in the audio portion via computer speakers or phone, and for asking questions. The webinar will cover recruiting mentors and youth with disabilities, creating an inclusive environment, accommodations, and additional resources. Participants are asked how they have participated in Disability/Inclusion Week.
In this presentation, we explore how your program can approach match closure analysis. We will discuss which closed matches to review and what areas of your program to review. Deciding to conduct a match closure analysis will help your program have longer and stronger matches. In the long run, match closure analysis is an investment that will save you time and more; give you valuable experience; and help you to preserve one of your most valuable resources – your mentors.
Building a Successful Mentoring Program: Matching Strategy and Monitoring Mat...Mentor Michigan
Join us for this webinar to learn about standards 5 and 6, which explore strategies for establishing and monitoring matches. In this session we will discuss the elements of a matching strategy, including possible criteria and recommendations for determining and making a match. In addition, we will discuss the importance of ongoing support and supervision to the success satisfaction and duration of a match, look at the progression of mentoring relationships, and the frequency and purpose of checking in with mentors and mentees throughout the duration of the match.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The Mentor Michigan Census (MMC) is a survey of organizations operating mentoring programs in the state with the primary purpose of understanding the scope and nature of mentoring and mentoring organizations in Michigan. This presentation provides an overview of thhe results of the Wave VII of the Mentor Michigan Census, conducted from September 11 until October 9, 2009.
This literature review summarizes research on positive youth development (PYD) and its effectiveness. PYD focuses on promoting healthy development through competence, confidence, connections, character, caring, and contribution. Research by Richard Lerner found PYD programs like 4-H effectively improved these outcomes. Additional studies confirmed the stability of PYD factors across adolescence and their correlation with contribution and well-being. However, more research is needed to understand how outcomes vary between programs and populations. Overall, empirical evidence supports PYD and mentoring programs, though their effects may differ depending on program design and participants.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The document discusses BARHII's Organizational Self Assessment Toolkit which local health departments can use to evaluate their capacity to address health inequities. The toolkit includes surveys, interviews, and document reviews to assess organizational culture, workforce skills, community partnerships, and other areas. It is intended to identify strengths and areas for improvement to inform strategic planning. Berkeley's experience piloting the toolkit is also discussed. The toolkit provides a standardized yet customizable approach for health departments to evaluate their ability to eliminate health inequities.
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
The study examined the experiences of 1,000 professional women across different sectors to understand support for careers and the talent pipeline. It found a paradox where most women feel supported, but many have faced gender-related obstacles. Accountancy, Law, and Education were best for women and mothers, while Advertising/Media and Engineering were worst. Flexible work and role models were seen as most important for progress. Addressing unconscious biases and creating a culture where issues can be safely raised could help solve the disconnect between perceived and actual support.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document provides an executive summary of a report on engaging youth service providers in Illinois in developing outcomes for youth development programs. The report conducted a literature review on positive youth development models, interviewed Illinois Department of Human Services staff, and held focus groups with youth providers. Key findings include: 1) The literature identifies 5 common outcome models that could be used as a starting point, 2) Providers are familiar with outcomes but lack clarity on what the state wants to measure, 3) Both providers and the state need capacity building to successfully implement performance-based budgeting. The report makes recommendations for the government, philanthropy sector, and providers to strengthen youth programs and services in Illinois.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
SHRM Survey Findings: Social Networking Websites and Recruiting/Selectionshrm
Organizations are increasingly using social networking sites like LinkedIn (94%) for recruiting. The primary reason is to recruit passive candidates who may not otherwise apply (80%). While concerns exist around legal risks and protected characteristics, organizations see benefits in targeting candidates by skills and increasing their employer brand. HR professionals can use social media to attract talent but may need policies around screening given legal uncertainties.
This SHRM survey examines how California organizations communicate employee benefits. Key findings include:
- Most employees are knowledgeable about available benefits, though few organizations have benefits communication budgets.
- Top communication methods are online/paper enrollment materials and group/one-on-one meetings with representatives.
- Very few organizations use social media for benefits communication currently, though some plan to in the future.
- Health care remains the most important benefit to employees currently and is expected to remain so in the next 3-5 years.
Mentoring: A Promising Intervention for Children of PrisonersMentor Michigan
This document discusses mentoring as a promising intervention for children of prisoners. It provides an overview of the issue, including that over 2 million children in the US have an incarcerated parent. Children of prisoners face many risks like poverty and instability. The document explores the developmental impacts of parental incarceration on children and how mentoring can help by providing social support and hope. It offers strategies for mentoring programs to address the needs of this vulnerable population, including special training for mentors on the impacts of incarceration.
This document discusses the impact of parental imprisonment on children and families. It includes quotes from children with parents in prison describing feelings of upset, shame, and lack of privacy and comfort during prison visits. Statistics show that 45% of prisoners lose contact with families during imprisonment, and maintaining family contact reduces recidivism. The document calls for more support for the estimated 150,000 UK children annually affected by parental imprisonment.
It is important to understand how incarceration affects an entire family system, not just prisoners. What can social service professionals, educators, and policymakers due to help maintain family bonds before, during and after incarceration.
This presentation reviews key elements to building a successful mentoring partnership with a school. We will explore considerations for working with schools and how to determine if your program design will fit in a school setting. We will also cover tips for a successful meeting with key decision makers and maintain your school based program.
Mentor Michigan and Michigan Campus Compact developed the College Positive Mentoring Toolkit, designed to provide mentors with information, conversation starters, match activity ideas, and ready-to-use activities, to help their mentees take important steps towards higher education
2011 Disability/Inclusion Week Webinar: Becoming a More Inclusive Mentoring P...Mentor Michigan
This document summarizes an audio webinar about including individuals with disabilities in mentoring programs. It provides instructions for participating in the audio portion via computer speakers or phone, and for asking questions. The webinar will cover recruiting mentors and youth with disabilities, creating an inclusive environment, accommodations, and additional resources. Participants are asked how they have participated in Disability/Inclusion Week.
In this presentation, we explore how your program can approach match closure analysis. We will discuss which closed matches to review and what areas of your program to review. Deciding to conduct a match closure analysis will help your program have longer and stronger matches. In the long run, match closure analysis is an investment that will save you time and more; give you valuable experience; and help you to preserve one of your most valuable resources – your mentors.
Building a Successful Mentoring Program: Matching Strategy and Monitoring Mat...Mentor Michigan
Join us for this webinar to learn about standards 5 and 6, which explore strategies for establishing and monitoring matches. In this session we will discuss the elements of a matching strategy, including possible criteria and recommendations for determining and making a match. In addition, we will discuss the importance of ongoing support and supervision to the success satisfaction and duration of a match, look at the progression of mentoring relationships, and the frequency and purpose of checking in with mentors and mentees throughout the duration of the match.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The Mentor Michigan Census (MMC) is a survey of organizations operating mentoring programs in the state with the primary purpose of understanding the scope and nature of mentoring and mentoring organizations in Michigan. This presentation provides an overview of thhe results of the Wave VII of the Mentor Michigan Census, conducted from September 11 until October 9, 2009.
This literature review summarizes research on positive youth development (PYD) and its effectiveness. PYD focuses on promoting healthy development through competence, confidence, connections, character, caring, and contribution. Research by Richard Lerner found PYD programs like 4-H effectively improved these outcomes. Additional studies confirmed the stability of PYD factors across adolescence and their correlation with contribution and well-being. However, more research is needed to understand how outcomes vary between programs and populations. Overall, empirical evidence supports PYD and mentoring programs, though their effects may differ depending on program design and participants.
This document outlines core competencies for youth development practitioners in Milwaukee, Wisconsin. It is intended to strengthen the youth development workforce by providing a framework for knowledge, skills, and abilities. The competencies are organized into four domains: as resources to youth, as partners with families, as partners with schools and communities, and as partners with colleagues and organizations. They describe expectations at three levels - direct service, program supervision/management, and administration. The document also discusses guiding principles of cultural competency and youth leadership. Its goal is to improve program quality through professional development aligned with the competencies.
This document summarizes the leadership project undertaken by the Los Angeles County scholar team from the National Public Health Leadership Institute. The team worked to improve Los Angeles County's public health response system by developing goals, objectives, and action steps. They established a revised incident command system within the county's Department of Health Services to better coordinate response efforts across different regions. The project enhanced partnerships, improved policies, and benefited public health in Los Angeles communities. It provided lessons about collaborative leadership, systems thinking, and strengthening response capabilities at local and regional levels.
Issue 2: Effectiveness of Mentoring Program Practices.
This series was developed by MENTOR and translates the latest mentoring research into tangible strategies for mentoring practitioners. Research In Action (RIA) makes the best available research accessible and relevant to the mentoring field.
This document summarizes key findings from the 2012 Recruiting Benchmarks Survey conducted by the National Association of Colleges and Employers (NACE). Some of the main findings include:
1) Approximately 68% of respondents only recruit within the US for US operations, while 26% recruit both within the US and internationally for both US and international operations.
2) On average, 51.6% of entry-level hires in 2011-12 were new college graduates, up from 45% in 2010-11. Bachelor's degree graduates accounted for 76% of college hires, down from over 81% previously.
3) Over three-quarters of respondents have a college relations and recruiting department, with
Finding what works helping young adults transition into adulthoodmdanielsfirstfocus
The document discusses conducting a rigorous random assignment evaluation of Youth Villages' Transitional Living program. It notes that while random assignment is the gold standard for evaluation, it also presents ethical issues in denying some youth access to the program. It describes the recruitment process, challenges in meeting enrollment goals, efforts to monitor program fidelity, costs to the provider, and the lengthy timeline from beginning the study to receiving preliminary outcome results. The evaluation aims to determine the program's impacts on outcomes like housing stability, education, employment, and crime reduction.
An Evaluation Of Let S Leave It Till Later Training For Youth WorkersNicole Adams
The document describes an evaluation of a two-day training course called "Let's Leave It Till Later" for youth workers. The training aimed to help youth workers discuss pressures around early sex with young people and help them delay sexual activity. The evaluation assessed youth workers' views of the training and its impact on their work with young people. It also assessed young people's experiences of sex education delivered by youth workers who attended the training. The evaluation found that youth workers viewed the training positively and many reported implementing aspects of it in their sex education work. However, the full impact was difficult to determine due to limitations in the study design.
This document is a research proposal submitted by Becka Rothstein that examines the effectiveness of the "Character Education" program at the Leadership Training Institute (LTI). The proposal outlines the following:
1) The research problem addresses determining if the "Character Education" program meets the needs of at-risk African American youth aged 13-17 who are frequently repeat offenders.
2) The proposal describes relevant concepts like the objectives and implementation of the "Character Education" program and the status of clients involved.
3) The hypothesis is that if youth in the program change past criminal behaviors, then the program is effective.
4) Data collection methods include observation of program meetings, questionnaires, interviews with clients and staff
These are the summary results of a survey of over 40 college of business Deans. In it we explore what curricula and services they are offering to support student career development
This article proposes adding "Interdependence" as a ninth critical element for 4-H positive youth development. For over 15 years, eight critical elements have guided 4-H programs, but research now supports including interdependence. In 1998, a group identified the original eight elements from youth development research. In 2002, the National Research Council identified similar features. While the elements and features overlap substantially, research now emphasizes interdependence. The author calls for a think tank to update the critical elements based on the latest research.
This document discusses a thesis submitted to Yale University School of Medicine on the career interests and mentorship experiences of international and minority medical students in US medical schools. The introduction provides background on health disparities faced by minority populations in the US and the lack of diversity in the US physician workforce. It notes that increasing diversity in the physician workforce is important to providing quality care to diverse populations. However, despite population changes, diversity has not increased proportionally in the physician workforce. The study aims to understand differences in career interests, influences on career choice, and mentorship experiences between international and underrepresented minority (URM) medical students.
The document provides a program review and evaluation of FLIPANY's Earn-A-Bike program. Key details include:
1) Earn-A-Bike is an afterschool program that teaches youth bike repair skills over 8 sessions and allows them to keep the bike they rebuild.
2) The program aims to develop life skills like teamwork and leadership while promoting physical activity and bike safety.
3) An evaluation of the program identified opportunities to improve manuals and policies to strengthen management and help secure additional funding.
4) Recommendations include consistent review and revision of materials to ensure high quality operations and support for the program's expansion.
This document provides recommendations for increasing graduation rates on Maryland's Lower Eastern Shore. It begins with an executive summary of the recommendations, which are to: improve funding for education and community programs; increase access to supportive services; establish safe, reliable, and funded transportation systems; keep education connected to the real world; and create opportunities to engage parents and families. The full report then provides more context and details on each recommendation. It discusses the need to take a regional approach and outlines the process used to gather input from local stakeholders to develop the recommendations.
The Student Success Program at the University of Arizona's Honors College conducted an assessment of its program in Spring 2016. The assessment found that:
1) Students reported an overall positive experience with the Student Success Program based on survey responses, with average scores in the high "A" range.
2) The most helpful aspects of appointments according to students were engagement conversations and resources provided.
3) While most students felt nothing needed to be improved, some suggested better connecting their major to career goals and improving appointment scheduling.
4) In response, the Student Success Program will overhaul its intake process, consider altering third-year appointments, increase collaboration with academic advisors, and conduct a more comprehensive assessment.
Federal Funding for Mentoring: Past, Present & Future presented by the Mentoring Partnership of Minnesota; April 6, 2011; features panelist Joellen Gonder-Spacek. Part of monthly Quality In Action webinar series.
This document provides a final report on the Virtual Leadership Development Program (VLDP) for family planning and reproductive health monitoring and evaluation (M&E) teams from February to April 2010. 11 teams from 6 countries participated in developing leadership skills and creating action plans to address M&E challenges. 10 teams successfully completed the program by developing measurable, time-bound action plans. Early results indicate the plans have led to improved workgroup climates and 71% of teams beginning implementation, focusing on challenges like improving data quality and coordination of health worker training. Participant feedback was very positive, with 92% reporting organizational changes and 100% recommending the program.
Starting With Today held 5 workshops in 2016 for over 45 people in the DMV area, focusing on topics like budgeting, resume building, and interview preparation. The majority of attendees were African American/Black women. Workshops were well-received, earning an average usefulness rating of 4.72 out of 5. Data was collected on demographics, services provided, and participant feedback to evaluate the program. Changes were made to improve data collection methods based on feedback. While the workshops were successful, not all attendees fully completed intake and exit forms.
A Blueprint For Success Case Studies Of Successful Pre-College Outreach Prog...Raquel Pellicier
This document provides an introduction and overview of a study that examines ten exemplary pre-college outreach programs from around the United States. The introduction discusses the importance of identifying effective practices that can help other programs support underrepresented students in preparing for and succeeding in postsecondary education. Common themes are identified across the case studies, including intentionality, a focus on empowering students and families, being data-driven, strong program management, taking an intrusive approach, and having high expectations. The remainder of the document presents individual case studies of the ten programs.
This document summarizes research on the effectiveness of different practices used in youth mentoring programs. It presents a framework for evaluating evidence on program practices, which involves categorizing research studies based on their level of evidence and methodological rigor. The framework is then applied to analyze research on the effectiveness of pre-match training for mentors. While evidence is mixed, the framework can help mentoring programs make informed judgments about pre-match training and identify ways to strengthen the evidence base.
Similar to Highlights of the Mentor Michigan Wave VIII Census (20)
Building a Successful Mentoring Program: Mentor Support, Recognition, & Reten...Mentor Michigan
Join us for this webinar to learn about standards 7 and 8, focusing on mentor support, recognition, and retention, as well as match closure procedures. In this webinar, we will examine how to support and provide recognition to mentors and other volunteers for their hard work and we will discuss the importance of using a formal match closure procedure. We will identify a variety of methods of providing ongoing mentor support, training, supervision, and recognition as well as explore the key aspects of a match closure procedure.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
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Orientation and Training
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To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The recorded version of this webinar is available at: https://www2.gotomeeting.com/register/721534419
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To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The recorded version of this webinar is available at: https://www2.gotomeeting.com/register/186881330
Michigan Mentoring Month and National Mentoring Month are designed to generate a concentrated burst of national, statewide, and local media activity. Combine this with community-based activities and you have the recipe to successfully recruit new mentors.
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This document discusses resources for mentoring organizations to promote inclusion of individuals with disabilities. It provides information on recruiting mentors and youth with disabilities, creating an inclusive environment, and considerations for programs. Specific resources are listed, including databases of disability organizations and guidelines for accessibility, accommodations, and inclusive training. Contact information is provided for organizations supporting inclusion and mentoring programs in Michigan.
The document discusses Research in Action, a series developed by MENTOR that translates mentoring research into strategies for practitioners. It focuses on the first issue which highlights research showing mentoring promotes positive youth development. Mentoring provides important developmental assets for youth like increased social relationships and academic success. Effective programs incorporate features like sustained adult-youth relationships, life skills building, and youth leadership to develop qualities in youth like competence, confidence, and character. The issue provides mentors with ways to support these qualities in their mentees.
Issue #6: School-Based Mentoring
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The document summarizes key findings from research on why youth mentoring relationships end prematurely. It discusses factors related to the youth, mentor, and relationship processes that can influence match duration. Programs can take steps to prevent early endings, such as providing thorough mentor training, screening for consistency, supporting cross-cultural relationships, and monitoring matches through regular contact and support. Addressing common challenges through training and ongoing support can help mentors and youth build strong, enduring relationships.
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Issue 3: Program Staff in Youth Mentoring Programs: Qualifications, Training, and Retention.
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Part 1
This presentation explores "Mentoring Immigrant Youth: A Toolkit for Program Coordinators." This toolkit is designed by MENTOR to help mentoring organizations better understand and serve America's growing immigrant and refugee youth population.
The toolkit has 10 modules addressing topics such as population characteristics, an immigrant youth needs assessment, recommendations for working with these populations, defining program parameters, cultural competence topcs, and matching mentors with immigrant youth,
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Highlights of the Mentor Michigan Wave VIII Census
1. Presented by: Robert W. Kahle, Ph.D. Kahle Research Solutions Inc. April 2011 Highlights from the Mentor Michigan CensusWave VIII
2. Objectives..…………………………………………………………..…….….. 2 Background……………………………………………………...…………......3 Links to Reports…………………………………………………………...…...4 Summary of Funnel Measures-Statewide Totals……………………………5 Mentor Michigan’s Quality Standards for Youth Mentoring Programs…..13 Mentoring Types, Training, Intensity and Duration………….....................18 Mentoring Program Evaluation……………………………………………….21 Executive Directors of Mentoring Programs…………………………...….. 30 Capacity Issues for Mentoring Organizations………………………………34 Youth Outcomes Targeted by Mentoring Programs………………………..39 Mentoring Organizations’ Use of Social Media…………………................44 Satisfaction with Mentor Michigan…………………………………………...47 Summary………………………………………………………………………. 51 Table of Contents 4/13/11 Kahle Research Solutions Inc. 1
3. The primary purpose of the MMC is to understand the scope and nature of mentoring and mentoring organizations in Michigan. Three key objectives are common to each Wave: Identify, count, describe, and track mentoring organizations, programs, mentors, and the children served. Understand program components, processes, resources, and needs. Encourage and support program evaluation. Each year, additional topics are requested by Mentor Michigan for inclusion in the Census. Wave VIII special request data found in this report includes: Self-Reported Adherence to the Mentor Michigan Quality Program Standards for Youth Mentoring Social Media Use by Mentoring Organizations Mentoring Capacity, Economic and Human Resources of Youth Mentoring Organizations Experience and Needs of Mentoring Organizations’ Executive Directors 4/13/11 Kahle Research Solutions Inc. 2 Objectives
4. This report summarizes selected data from Wave VIII of the Mentor Michigan Census (MMC). The MMC is a periodic, on-line survey of organizations operating mentoring programs in the state of Michigan. 4/13/11 Kahle Research Solutions Inc. 3 Background *Wave I - III data removed due to space constraints
5. Links to the Wave VIII reports available from the Mentor Michigan web site (www.michigan.gov/mentormichigan) are shown below. Reports from past waves are also available on the Mentor Michigan site. MMC Wave VIII Executive Summary MMC Wave VIII Scope and Nature MMC Wave VIII Geographic Area MMC Wave VIII Quality Program Standards MMC Wave VIII Mentoring Capacity, Economic, and Human Resources MMC Wave VIII Executive Directors' Experiences and Needs MMC Wave VIII Social Media Use Links to Reports 4/13/11 Kahle Research Solutions Inc. 4
6. Summary of Funnel Measures – Statewide Totals 4/13/11 Kahle Research Solutions Inc. 5
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8. Total Wave VIII mentor written applications = 9,330. Down 446 from Wave VII.
9. Percent of Wave VIII mentor inquiries resulting in written applications. Up 5 percentage points from Wave VII.73% 46% 59% 64% 59% 66%
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14. Mentor Michigan’s Quality Standards for Youth Mentoring Programs 4/13/11 Kahle Research Solutions Inc. 13
15. Self-Assessment of Meeting theQuality Standards 4/13/11 Kahle Research Solutions Inc. 14 Self-Assessment of Meeting Mentor Michigan’s Quality Standards for Youth Mentoring Programs Wave VIII of the Mentor Michigan Census
16. Most Difficult to Meet QualityStandard 4/13/11 Kahle Research Solutions Inc. 15 Most Difficult to Meet Quality Standard Wave VII vs. VIII of the Mentor Michigan Census
17. Degree of Adherence to the the Quality Standards by Segment 4/13/11 Kahle Research Solutions Inc. 16 1. Completely Meets All Quality Standards 14 (10%)
18. Organizations that are in the “Completely Meets All” group, while accounting for only 10% of all organizations, serve 4,989 youth or 21% of the total youth served. At the other end of the spectrum the “Partially Meets” group and the “Does Not Meet/Don’t Know” segments combined comprise 37% of all organizations, but serve 18% or 4,395 (combined) of all youth served. Taking these self-assessments at face value, 4,395 young people (18% of the total) are involved with organizations that only partially meet or do not meet any of the Quality Standards. This raises concerns about the safety of the children and the quality of mentoring being provided to nearly one in five of the total youth being mentored in the state. Interpreting the Data 4/13/11 Kahle Research Solutions Inc. 17
24. Anecdotal reports Self-reports from youth served Third party reports (teachers, mentors, parents, judicial officials) Objective measures (grades, drug tests, and participation in extracurricular activities) “Students come back years later and tell us how valuable their mentor was to them.” “Judges report they receive more information in order to make better decisions for the children.” “Last year we served 37 youth and 78% of those students are still enrolled on campus and on course for graduation. In addition, 97% of the students in our mentoring program joined other student organizations on campus.” Evidence of Effectiveness 4/13/11 Kahle Research Solutions Inc. 24
25. Pre- and post-testing/research-based evaluations Some mentoring programs perform pre- and post-testing to measure the effectiveness Others make use of research-based evaluations “We give youth a survey before and after mentoring to measure how good their self-esteem is and how well they are doing in school and in terms of relationships with adults.” “84% of youth increased an academic grade while in the program, 90% of youth continued their education past high school. Teachers reported (youth) had statistically significant positive changes in youth behavior/mindset in 12 categories.” Evidence of Effectiveness (cont’d) 4/13/11 Kahle Research Solutions Inc. 25
26. Use of comparative and/or control groups 12% of the 137 Census respondents report using comparative groups to evaluate their program effectiveness Yet, just three programs provide examples in the open-ended portion of the survey “According to the US Department of Education, migrant students have a 40 to 45% rate of high school graduation nation-wide. (Program’s) cumulative high school graduation rate for 2008: 83%. Cumulative college enrollment rate for those who graduated high school: 62%.” “Reading levels for students evaluated increased more for students mentored than those not mentored in the same grade and class.” Evidence of Effectiveness (cont’d) 4/13/11 Kahle Research Solutions Inc. 26
27. Limited resources/finances Lack of financial resources is the most often cited challenge Staff cannot be hired or allocated to perform this work Financial and human resources are allocated elsewhere “Funding and staff time would be the biggest challenges we face in documenting these outcomes.” “The biggest challenge our organization faces is the lack of money. There is an abundance of ideas for programs but not much money to support those ideas.” “I have been Director for three years. There are many things that we do not measure that might be valuable to measure, but that I don't have the ability to implement due to time and staff restraints.” Challenges in DocumentingProgram Outcomes 4/13/11 Kahle Research Solutions Inc. 27
28. Difficulties acquiring data Constant challenge to obtain completed surveys and other information from mentors, youth, and parents Transient populations, extended timeframes for tracking youth Difficulty acquiring official records from schools, courts, and other staff within their own organization “The biggest challenge we have is collecting reports from our mentors. Currently our mentors are required to fill out monthly mentor reports, but we have a very hard time consistently collecting them back.” “Our program serves the entire state of Michigan. Maintaining consistent contact and tracking of the mentors and mentees is sometimes difficult.” “One of the challenges would be obtaining school reports from the various school districts in our County.” Challenges in DocumentingProgram Outcomes (cont’d) 4/13/11 Kahle Research Solutions Inc. 28
29. Lack of evaluation know-how Some unaware of how to transfer their program’s anecdotal evaluation methods to measurable goals and outcomes “Interpreting anecdotal evidence and representing it in ways that are meaningful to multiple groups.” “It's difficult to measure outcomes…Often the mentor's impact is not fully realized until years later.” “Tracking and being able to document the impact we are making with the changes in peer mentors.” “Finding measurable outcomes.” Challenges in DocumentingProgram Outcomes (cont’d) 4/13/11 Kahle Research Solutions Inc. 29
33. Fewer than half of Wave VIII respondents (45%) report they have experienced no changes in their budgets over the past year. The net budget increase of $18,664 is driven largely by four organizations that received very large infusions of money.
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38. Improved physical fitness (25%) and obesity prevention (16%) are targeted by relatively few mentoring programs.The low percentage targeting obesity prevention is a concern in light of the growing number of obese youth and our national focus on the issue.
46. Q & A on Census Findings 4/13/11 Kahle Research Solutions Inc. 52
47. Michigan’s mentoring organizations have resources and experienced talent; operate from a position of strength with assets. More than half of Executive Directors have been in role more than 5 years More than half have an advanced degree Self-reported training is strong Change the mind-set from “We are poor and have no resources.” to “We have a strong foundation to build upon and need more resources to get to the next level.” 2008/2009 and 2009/2010 were tough years for all, but NOT catastrophic. It appears the worst is behind us and we need to be future-focused. Grip on resources is tenuous and sources of funding are changing slightly Capacity is down over two years but flat in this wave In Wave VII and VIII, about 1 in 4 reported a decline in budget; 10-12% reported an increase (and those increases were substantial) About half anticipate no budget change in coming year; similar numbers anticipate an increase and a decrease Biggest anticipated declines are with school-based programs Redouble fundraising efforts and be very strategic in type of fundraising. Biggest growth is with individuals and events. Key Themes/Action Items 4/13/11 Kahle Research Solutions Inc. 53
50. strategize as to what to do with the low performing, typically small, understaffed and under-resourced mentoring programs…they serve about 1 in five children in the state. Evaluation issues are not going away. Evaluation is hardest standard to meet Training in evaluation is high on priority list Only 3 organizations in the state can document comparison group evaluation outcomes. Outcome instrument development and implementation should be a very high priority. Key Themes/Action Items (cont’d) 4/13/11 Kahle Research Solutions Inc. 54
51. Social media is here to stay. The issue of policies around social media use are an important area for MM and the Providers Council to focus on, especially contrasting school-based programs and community-based programs. All programs, especially school-based programs, need to focus on appropriate uses of social media to support mentoring programs. Lack of male mentors continues to be a major challenge. Need to find a way to recommit to men in mentoring initiative. Key Themes/Action Items (cont’d) 4/13/11 Kahle Research Solutions Inc. 55
52. For answering the Wave VIII Mentor Michigan Census. For participating in this webinar. 4/13/11 Kahle Research Solutions Inc. 56 Thank You
53. Be sure to use the information from this presentation and the published reports to: Prepare proposals for funding Benchmark your programs against state norms Prioritize action items at your organization Learn more about mentoring in Michigan Call to Action 4/13/11 Kahle Research Solutions Inc. 57