GROW Mentoring Handbook for Mentors and Mentees 2016/2017

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1 GROW Mentoring Handbook for Mentors and Mentees 2016/2017

2 About this handbook This handbook has been prepared for both mentors and mentees registered on GROW, to help explain what the programme aims to achieve, what it involves, how it is run and to address FAQs compiled from the previous programmes. GROW is a cross-faculty mentoring scheme for all professional services staff (technical and administrative) across the 5 Faculties in the University (Arts & Humanities, Engineering, Medicine Dentistry & Health, Science and Social Science), the Department of Research & Innovation Services and Estates & Facilities Management (EFM). It is a six-months annual programme with partnerships commencing in March The programme aims to help staff to enhance skills, maximise their potential, expand networks and consider career paths by working with others in the University. All grades of staff and levels of experience (including previous participants) are invited to participate.

3 Contents What is GROW? 3 What is mentoring? 4 What are the benefits of mentoring? 5 The role of the mentor 6 The role of the mentee 7 What can mentors and mentees do together? 8 Registration process 9 Confidentiality 10 Mentoring agreement form 11 Schedule of events 13 FAQs 14 GROW Team Contact Details 17

4 What is GROW? GROW is a cross-faculty mentoring scheme for professional services staff from across the Faculties of Arts & Humanities, Engineering, Medicine Dentistry & Health, Science, Social Science, the Department of Research & Innovation Services (RIS) and Estates & Facilities Management (EFM). The programme aims to help staff enhance their skills, maximise their potential, expand their networks and consider career paths by working with other professional services staff from across the University. The programme, which is run on a six monthly basis commencing in March each year includes: Workshops for new mentors/mentees and for returning mentors - attendance at one of these workshop sessions is compulsory for new recruits as they help staff to get the most out of the programme, gain valuable mentoring skills and learn how to set objectives. Previous mentors should attend the workshops specifically for returning mentors to refresh their understanding of the programme. In parallel with the above workshops, participants are then asked to complete an online application form via the GROW platform (insert link) using their university username and password and indicate which role they would like to undertake (mentor, mentee or both) and to provide as much detail as possible about their role and objectives to help us to identify appropriate partnerships. Matching takes place after close of registration on 31 January Once matches are confirmed (w/c 1 March onwards), we ask the mentee to make contact with their mentor to arrange an initial meeting of approximately 30 minutes to agree the scope and method of discussions, followed by a minimum of three meetings to take place over the following six months. Correspondence regarding the partnerships is automatically sent from the GROW platform to inform partnerships, remind mentees/mentors that meetings should have been commenced and to complete the evaluation. Part way through the programme, surgery sessions are held for both mentors and mentees at which they can voice any concerns they have and share best practice. A full evaluation of the programme is carried out at the end (September 2017), to formally close that year s programme. This feedback is really important for us so that we can retain elements of the programme that participants value, whilst addressing any concerns. Although we formally close the programme for administrative purposes, mentors and mentees are still free to meet outside of the programme by mutual agreement.

5 What is mentoring? There are numerous definitions and descriptions of mentoring. Most of them involve concepts such as guiding, supporting, advising and career planning. For example: Mentoring involves listening with empathy, sharing experience (usually mutually), professional friendship, developing insight through reflection, being a sounding board, and encouraging. David Clutterbuck Mentoring is a long term relationship that meets a developmental need, helps develop full potential, and benefits all partners: mentor, mentee and the organisation. Suzanne Faure The purpose of mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be. Eric Parsloe One to one mentoring should be a positive developmental relationship, which is driven primarily by the mentee and through which the mentee can take responsibility for their own development. The mentor should act as a guide, supporter, sounding board and, sometimes, as a role model. This form of mentoring creates a confidential partnership between two people, one normally more senior and experienced than the other, based on understanding and trust. The main aim of one to one mentoring is to build knowledge, capability and self-reliance in the mentee although it is often described as a two-way learning relationship which provides useful feedback and reflection opportunities for both mentee and mentor. GROW generally involves a one-to-one relationship although both mentors and mentees are offered the opportunity to be involved in a mentoring circle if they so wish.

6 What are the benefits of mentoring? There are many benefits to mentoring but here are just a few:- For the mentee Development for career progression and decision making Strategies for a difficult work relationship or situation Inter-personal and professional skills Better understanding of the way things work Balancing work and career opportunities Increased self-confidence Increased reflection on what s right for you For the mentor Staff management skills Leadership capabilities Skills to develop others Personal satisfaction and fulfilment Giving back New knowledge and ideas Networking/collaboration/point of contact Negotiation/relationship management skills Increased self-reflection and understanding. For the organisation Improved relationships Increased staff morale and motivation Improved succession planning Effective leadership development A tool to promote culture change Reduced staff turnover A mechanism for supporting under-represented groups and demonstrating the organisation s commitment to diversity Capturing and transferring skills from one generation to another.

7 The role of the mentor The role of the mentor is to help their mentee find their own solutions to issues and challenges which the mentee wishes to address. There should be a commitment from the mentor to meet regularly and the mentor should encourage the mentee to take a leading role in driving the relationship by arranging the meetings and planning the topics to be discussed. It is useful for mentors as well as mentees to have clear objectives for each meeting. Skilled mentors will play a range of different roles within a mentoring relationship, adjusting their approach to maximise their usefulness to the mentee. We hope to help mentors to develop these skills through the skills sessions we offer as part of this programme and also by providing access to a range of mentoring resources. A mentor is usually a more senior and experienced person who is willing to share his or her own experiences of successes and failures at work and knowledge of how the organisation functions with a less experienced colleague. A mentor may offer advice, and give guidance based on personal knowledge and experience. They will also ask questions which may challenge the mentee to consider what mentees can do to work towards their goals. The mentor should not tell the mentee how to address issues. The types of approaches that mentors use may include: Assisting with clarification and setting of realistic career goals Suggesting and helping the mentee to explore different career paths Focussing on particular skills and helping to find opportunities to practice Sharing experiences and examples from their own career/life Helping the mentee to articulate prior experience (for example, in writing a job application) Listening with an open mind Signposting to useful contacts, resources, networks. An important attribute of a mentor is the ability to identify the most appropriate source of support required by the mentee and be able to refer the mentee on to additional or alternative help if appropriate, if this cannot be provided by this mentoring relationship. We find that effective mentors are: Empathetic Open minded Flexible about the best way of approaching things Willing to challenge and be challenged Willing to listen to what the mentee is saying Willing to talk openly and honestly with their mentee Interested in people Approachable.

8 The role of the mentee Mentees can also adopt different roles to maximise their learning and to make the most of the support offered by their mentor. A mentee will get to know their mentor well, and through the course of several discussions, should be able to identify the mentor's. strengths, expert knowledge and high level skills. Mentees should demonstrate their commitment to the relationship by: Setting out clear and SMART objectives for the relationship being proactive in the relationship, setting the agenda for meetings, actively following up on any agreed actions afterwards keeping any commitments made e.g. attending meetings or responding to s preparing for the mentoring meetings beforehand in order to make the most of the time available seeking the mentor s advice listening carefully responding to (and acting on) feedback respecting confidentiality remaining open to new ideas and being receptive to the mentor s suggestions.

9 What can mentees and mentors do together? It is recommended that the mentee/mentor commence the partnership with a 30 minute getting-to-know-you session where they can share information about their backgrounds, careers, ambitions, their interests in mentoring and objectives. Ground rules can also be agreed, for example about confidentiality. The Mentoring Details Form should be completed (if both parties agree) to record the scope and method of mentoring agreed. The Mentoring Details Form includes a section to describe the goals/objectives for the duration of the partnership. This is particularly useful for the following reasons: the process of setting objectives encourages the mentee to reflect about what kind of support they want from the mentor and this, in turn, helps the mentor understand what kind of roles and topics will be most useful they provide a focus for the meetings achieving the objectives gives a sense of progress and satisfaction they are a useful tool in evaluating the success of the relationship and identifying outcomes at the end mentors and mentees are more likely to build rapport and trust when both parties are clear what they are aiming for. Objectives need not be set in stone but can be revisited and revised over time. Three further meetings are suggested following the initial getting-to-know you session which should be arranged at intervals to suit both parties. A list of topics that could be discussed are:- Career aspirations Planning the next career move Different career directions and the options available Preparing for promotion Preparing for job applications How the university operates Managing work relationships or situations Inter-personal and professional skills Work life balance Motivation Self-confidence Team working Staff management.

10 Registration process All participants (new or returning to the programme) are asked to register for GROW via the GROW platform which can be accessed via the link on the GROW web site. Applicants can either register to be a mentor, a mentee or both. We ask applicants to provide as much information on their application as possible about their role and objectives to help identify appropriate partnerships. Once an application is submitted, you are able to amend this form at any time. As mentioned earlier, new mentors and mentees are asked to attend a workshop for new participants. New mentees will be given training on objective setting within these workshops. Returning mentors are asked to attend a refresher workshop designed specifically for returning mentors which will involve looking at past partnerships and how any problems were dealt with. Details of the workshops can be found on the GROW web site.

11 Confidentiality It is important that in a mentoring partnership, both parties feel able to talk honestly and openly, safe in the knowledge that what is discussed will not be repeated without agreement. Complete trust in your mentoring partnership may take time to emerge but can be helped by having an eye-to-eye conversation at the start where what both parties understand by confidentiality is discussed. For example: What we discuss stays confidential for the duration of the partnership. What we discuss stays confidential beyond the partnership. Any dialogue that takes place by is only seen by the partners. It is OK to give general feedback to the scheme coordinators. If either party needs to refer an issue raised back to a third party they will do so with the other s permission. If a difficult topic arises in discussion between the partnership and support is required in addressing this, then either party can talk in confidence to one of the programme co-ordinators whose contact details can be found in this guide. The Mentoring Details Form The Mentoring Details Form is a simple contract between mentee and mentor which sets out any ground rules by which the relationship should operate and what each party expects of the other. It helps to establish a firm foundation for the relationship and therefore to build trust between mentor and mentee. It should be completed at the first mentoring meeting, signed by both parties if they both agree to it, and should ideally be revisited over the course of the programme. The form will keep a focus to meetings and help mentors to focus on what the mentee hopes to achieve by the end of the programme.

12 MENTORING DETAILS FORM A s discussed in the workshops this is for new pairs to use in order to understand what we expect of you, and to frame a conversation around ways of working together. Experience has shown us that having this open discussion and setting some objectives for the mentoring programme will help you get the most out of the partnership. You do not need to return a copy to the GROW managers, this is a document just for you. Part A: Some expectations for the programme, please talk through each one. 1. Confidentiality Pairs agree to respect each other s privacy and understand that all information disclosed during mentoring sessions will be kept strictly confidential. Your participation on the programme is also confidential. Are there any exceptions to the confidentiality rule? 2. Frequency and Location of Meetings As part of the mentoring programme, you have agreed to meet face to face for a minimum of 3 x 1h sessions. Frequency, and location of these meetings will be influenced by the content of the sessions, and by your other commitments and responsibilities. 3. Communication It is useful to clarify upfront expectations on what communication (content, frequency, methods) each party is expecting between meetings. What happens if either of you needs to cancel a meeting? What happens if no response is received? It is the mentee s responsibility for keeping up momentum and keeping in touch to book meetings. 4. Feedback to Each Other A highly recommended way to get the most out of the programme is is by having an exchange after each session about what has worked well, and how to go forward productively. Some example questions mentees can answer after each session are below. Mentees: it is your responsibility to send feedback to the mentor. This will help them get it right for you. Mentors: it is your responsibility to take this into account, why not take the time to ask the mentee how it went for them? For example, you could ask: 1. How useful was our meeting for you and please say why this is. 2. What would you like me to do more of in the session? What would you like me to do less of? 3. Did you notice your thoughts changing positively/negatively during the session? What triggered this? 4. Are you doing/do you plan to try out doing anything differently going forward? 5. Re-matching or leaving the programme If either party is unhappy with the mentoring match, the relationship can be ended. To do this all you need to do is to speak/ the GROW programme co-ordinators as soon as possible: grow@sheffield.ac.uk. It may not be possible to make another match during this programme.

13 Part B: Mentoring Action Plan: 6. Objectives of the Relationship We agree to focus on the following mentee objectives during our mentoring sessions. Please discuss some SMART (specific, measurable, attainable, relevant, time-bound) objectives: Action plan: How are we going to achieve these objectives and what are our next steps? 7. Mentoring Dimensions Spend some time getting to know each other. What do you have in common? It will be useful for you to talk through the following to help your partnership take a tone you are both happy with: Do we want this partnership to be formal/informal? Agree boundaries confidentiality, contact method, frequency, location etc. Discuss the types of support that may be effective to achieve the SMART goals. 8. Signatures Mentor Mentee

14 Schedule of events Launch Skills sessions Online Registration Closes Matching meetings for GROW team coordinators Partnerships confirmed and meetings begin (mentee led) Surgery sessions Surgery sessions Formal evaluation Scheme formally ends December January January 31st February March May TBC June TBC September September

15 FAQs 1. Why do we need a Mentoring Programme? Many employees who have significant potential do not have mentors to help them identify their strengths, improve their performance or set career goals. The mentoring programme is a link to bring together people who want to help others to work towards achieving their goals and those who would value a mentor s guidance to maximise their potential. 2. Why should I consider taking part in a mentoring programme? There are many benefits to mentees including: Gaining exposure to different options, perspectives and organisation cultures. Expanding the range of contacts and developing an ability to create networks. Developing a greater sense of career direction and improved job performance. The programme also helps mentors to develop leadership and coaching skills and help to develop a sense of satisfaction by helping others. 3. What can the programme do for me as a mentee? It is up to you to take the initiative and take action. You must set your own goals for the programme. Your mentor will be there to act as a guide, to help you refine your goals and to support you as you work towards achieving them. However, it is only you that can achieve the goals you have set for yourself. 4. What can my mentor do for me? Your mentor can help you identify realistic goals and to make a plan towards these, as well as monitoring progress, and encouraging you to take action or challenge yourself. Your mentor can help you to consider how others may react in certain circumstances and suggest ways to make positive changes. But your mentor can t make a decision for you, run your career, make calls for you. You have to take the initiative to do those things for yourself. 5. How do mentors benefit from the programme? Apart from the satisfaction of helping another person reach goals he or she has set, many mentors develop a new perspective, learn about another department/faculty, gain additional insight into their own paths and values, and go through a reflective process similar to the mentee s. As they help someone else evaluate their career issues and goals, mentors find themselves doing some worthwhile soul searching about their own careers as well. Given the opportunity to personally witness the positive impact of mentoring on mentees, mentors are often inspired to reach out to their employees in more supportive ways or to seek informal mentors for themselves. 6. What is expected of the mentees? Each mentee is responsible for defining a goal and strategy (with the help of the mentor) and for striving to achieve career goals. At the logistical level, the mentee is responsible for meeting with the mentor at least three occasions for 1 hour (or more) over a six month period, developing a contract with the mentor, evaluating their progress, sharing information with other mentees through informal gatherings, and participating in evaluation sessions.

16 7. How many mentees and mentors will be selected? Anyone can be a mentor if he/she is willing to make a commitment. A mentor needs to be able to listen, offer suggestions, and maintain confidentiality. A mentor does not have to intervene for the mentee or tell them what to do. The programme coordinators wish to ensure the best possible match. It may not be possible to match all the applications. A match will not be made unless it is thought suitable from the information provided. 8. What training will be provided? Training is the foundation of the programme so that both new mentors and new mentees start GROW with an understanding of how the mentoring process works, and the specific goals they can work towards. We highly recommend attendance at one of the relevant workshops to ensure you get the most from the programme. 9. What if I know someone I would like to be matched with? Both people must apply. Please indicate on both of your application forms that you would like to be matched. GROW doesn t guarantee the match, since it has to consider the needs of the whole group but will attempt to accommodate your request. 10.How will a mentor and mentee work together? The mentor and mentee will agree how to work together and are encouraged to develop and sign an agreement that indicates what each person is responsible for, what the goals of the relationship are, how they assess how they are doing, and any other pertinent information. 11.What if I m not comfortable with my mentor/mentee? The purpose of your first meeting is to see whether the two of you are compatible. The match is not final until you have both confirmed that you are happy with the match. The GROW co-ordinators will ask you to confirm your partnership is live once you have had your introductory meeting. Please let GROW know if things aren t working the way you had hoped. Often a problem in a relationship is a question of miscommunication that can be cleared up through open discussion. 12.How much time can I spend with mentor/mentee? It is up to you ensure that mentoring does not interfere with your regular duties, but a recommended minimum is three to four meetings of 1 or more hours over a six month period. 13.How long does the programme last? The formal programme lasts six months but the meetings (friendships) may continue on an informal basis. 14.What if I apply and I am not selected? If you are not selected as a mentor or mentee, you will receive a notification from the GROW coordinators.

17 15.Who are the mentors? Mentors are members of professional services staff from across the five faculties, RIS and EFM. 16.Will my mentor/mentee be from the same department/faculty? We generally try to match mentors/mentees to participants from a different Department/Faculty. 17.Where will the mentoring meetings take place? Normally, meetings should take place in a place convenient to both parties e.g. a coffee bar, meeting room, library. 18.Is the mentoring scheme confidential? The scheme is totally confidential, your information is only known by the programme co-ordinators and your mentor/mentee. The mentoring details form allows you to discuss the confidentiality of the scheme. 19.When will I know who my mentor/mentee is? We aim to inform both parties of their partnership at the beginning of March. 20.What do I do if I am not happy with the mentor who has been assigned to me? Contact a member of the GROW Team by ing grow@sheffield.ac.uk. Specific team members may be contacted individually via the contact list at the end of this document. 21.Who contacts who first? The mentee should make first contact with their allocated mentor. 22.How many mentees can a mentor expect to have? A mentor is generally allocated one mentee. However, in some circumstances a mentor may agree to mentor more than one mentee during a six month period.

18 GROW Team Contact Details Faculty Contact Ext Arts & Humanities Rachel Eustice Engineering Stacey Mottershaw Estates & Facillities Kelly Clark Management Medicine, Dentistry & Caroline Potts Health Research & Innovation Services Beth Taylor Helen Jones Science Nicola Talbot Tricia Hart Social Sciences Jenny Hill Administration Diane Wilson