The Power of Mentoring: How to
Develop and Implement a High
Impact Mentoring Program
Virginia SHRM State Conference
Mary Kitson, PHR
Mentoring Program Director
Northern Virginia & Dulles Chapters
Society for Human Resource Management
mkitson@mitre.org
703-983-1314 (office)
703-975-0331 (mobile)
Hot Springs, VA
April 23, 2012
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Workshop Agenda
• The Business Case for Mentoring
• High Impact Mentoring Techniques
• Mentoring Program Development Process
• How to Navigate the Mentoring Program Toolkit
• Measuring the Success of a Mentoring Program
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Increased Focus on Talent Management
and Succession Planning
Talent is a top priority for CEOs
Talent management was the number one priority for CEOs in 2011, with 83 percent of
CEOs focusing on changing their organization’s talent management strategy in the next 12
months (Corporate Leadership Council, April 2011)
Succession Planning Should Involve Internal Development
To build a solid bench, Chief Human Resources Officers should focus on building an
environment where viable succession candidates are being developed and regularly
exposed to senior leaders (Corporate Leadership Council, April 2011)
OTJ Learning is 3 Times More Impactful than Formal Training
On the job learning mechanisms have a three times greater impact on employee
performance than formal training programs. Organizations should ensure that employees
are exposed to the right activities and enable them to extract and apply learning to work.
The best OTJ learning activities balance accountability, visibility, relevance, and discomfort
by pushing employees beyond the type of work they already do well (Corporate Leadership
Council, July 2011)
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MENTORING PROGRAM
Organizational Performance Architecture
Leadership Development &
Succession Building
Leadership
Pipeline
Developing
High Potentials
Learning
Programs
Formal and Informal
Mentoring
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Mentoring: A Powerful Talent Management
and Succession Building Tool
Accelerate development of future leaders
Mentoring, when combined with training, increases a manager’s productivity by 88
percent (ASTD, 2002)
Enhance organizational commitment
Employees in a mentoring relationship report greater job satisfaction (The Hay Group,
1998)
Increase employee retention
Mentoring programs have been found to be effective in increasing employee retention in 77
percent of the organizations that implemented them (The Saratoga Institute, 2005)
Mentoring leads to positive career outcomes
Individuals with mentors make more money than those without mentors (HR Magazine,
1998)
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MENTORING PROGRAM
Mentoring Defined
•
Everyone needs mentors
•
A mentor is a trusted and significant advisor
•
A good mentor is anyone you can learn something from
•
Mentors can hook you up with the experiences and people you need to
move ahead—and tell you how to handle them
“I think mentors are important and nobody makes it
in this world without some form of mentorship.”
Oprah Winfrey
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MENTORING PROGRAM
A Fusion of Mentoring Techniques
Fuse together
multiple
mentoring
techniques to
maximize the
learning
advantage!
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Traditional Mentoring
Close Hierarchical Relationship
Mentor is at least one, if not several,
levels more senior than the mentee
Freddie Laker
Promote and Protect Mentee
Help mentee to gain new skills,
experiences, and attitudes. Provide oneon-one support and assistance through
modeling, teaching, and counseling
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Richard Branson
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Reverse Mentoring
A Younger Person Provides Insights
to a Senior Manager
The mentor may work for the mentee!
Dissolves barriers of status, power, and
position
Promotes Innovation, Technology
Integration, and Bottom-Up Change
Mentor provides insights about technology
changes, new business concepts,
improving processes, leadership styles,
and raking up ethics issues
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Peer Mentoring
Experience Level Irrelevant
A good mentor is someone who knows
more than you in a particular area
Sounding Board and Personal
Cheerleader
An effective peer mentor listens, gathers
information, provides honest and
constructive feedback, creates a vision
for change, and motivates an individual
to action
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Group Mentoring
Mentoring Circle Concept
Links multiple individuals with
a more experienced colleague
High Degree of Sharing
Share personal experience and
provide guidance and insight
High Degree of Trust
Establish group ground rules;
what is said within the group stays
within the group
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Flash Mentoring
One-Shot Deal
Participants meet with a flash
mentor for one time only
Expands Professional Reach
Increased access to
professional/social networks
Dynamic
Transcends organizational
boundaries and industries
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Virtual Mentoring
Self Directed
You ask for and share advice and
resources when it makes sense
for you
High-Degree of Reciprocity
Everyone in the network receives
benefits and rewards
Fingertip Knowledge
Most beneficial when
performance support is needed
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Mentoring Program Development Process
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How to Navigate the Toolkit
• Mentoring Program Development Toolkit on SHRM’s website under
“Affiliate Successful Practices Center”
• Provides overview of key components of NOVA SHRM/Dulles
SHRM Mentoring Model, program development process, templates,
and resources (books, articles, websites)
• Many templates included, such as:
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–
–
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Needs Assessment Survey
Marketing Materials
Mentoring Program Application
Meeting Agendas
Icebreaker Activities
Mentoring Contract
Mentoring Program Evaluation
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Measuring the Success of Mentoring
Mission Achievement
Impact
Quality Ratings, Satisfaction Scores
Effectiveness
Time Saved, Cost Reduction
Efficiency
Compliance
Accountability
Requirements Met
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My Success Measures
•
Mission Statement: Make a significant and positive impact on the careers
of HR professionals by exploiting the concept of mentoring
Type
Measure Employed
Impact
Realization of a mentoring culture within mentoring alumni network
Impact
Other SHRM chapters launch mentoring programs based on same model
Impact
Majority of mentoring graduates serve in key leadership roles in local chapters
Impact
Majority of mentoring program alumni receive promotions, lateral career moves,
or accept new jobs within two years of graduating from program
Effectiveness
Mentoring program participants report progress towards career goals
Effectiveness
High participant satisfaction scores for monthly mentoring meetings
Efficiency
Participants report learning a new skill faster, securing a new job more
efficiently, or avoiding “wheel re-creation” when in need of fingertip knowledge
Compliance
Managed mentoring program with14 participants a year for the past 14 years
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Other Measures of Success
Performance
Management
Promotion Rates
Performance Objectives Met
Overall Performance Rating/Score
Recruitment/
Retention
New Hire Survey Results
Retention Rates of
Participants
Engagement Survey Results
Mentoring
Metrics
Programs
Data-Driven Measures
Succession
Building
Participant Throughput
Quality Ratings of Participants
Selection Rates for High Profile
Assignments
Diversity
Management
Organizational Diversity Goals Met
Organizational Culture Survey Results
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Questions
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Recognition
• SHRM Conference Daily
– June 27, 2011 Article “Find a Mentor to Advance Career” by Dori Meinert
• Top 100 HR Influencers List
– January 2010 Blog by John Sumser, Professor at California State
• Toolkit Posted on SHRM Affiliate Successful Practices Center
– December 2009, Mentoring Program Development Toolkit Published
• Human Resource Leadership Award for Mentoring
– June 2008, HR Leadership Awards of Greater Washington
• HR Magazine
– Article on Mentoring, June 2008
• SHRM Pinnacle Award for Excellence
– December 2003, Society for Human Resource Management
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Mentoring Resources
•
Feedback Toolkit
– Rick Maurer
•
Coaching Successfully
– John Eaton & Roy Johnson
•
Make Your Contacts Count
– Anne Baber and Lynne Waymon
•
The Elements of Mentoring
– W. Brad Johnson & Charles R. Ridley
•
Be Your Own Mentor
– Sheila Wellington and Catalyst
•
Power Mentoring
– Susan Ensher and Susan Murphy
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