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Why Mentoring is Important for All Professional Associations

These days, doctors, attorneys, and accountants are not the only people that call themselves “professionals”. Belonging to an association community helps develop individual professional identity and confidence. Mentoring programs don’t just help members achieve career and professional development goals. Mentors and mentees extend their professional networks, socialize professional standards and norms and increase their sense of truly belonging to a profession.

PROFESSIONAL ASSOCIATIONS SUPPORT PROFESSIONAL DEVELOPMENT

As more and more white-collar workers operate in the ‘gig economy’ and as people change jobs more frequently, external relationships to support personal and professional development are becoming much more important. It is now generally accepted that, rather than have one mentor who can provide everything, it is better to have a network of helping relationships that include mentors from a variety of sources.

One organisation cannot deliver everything individuals need in career and professional development anymore.

Researchers contend that it is difficult for an occupation to even be considered professional, without an association to link experts together. Associations have a special obligation to help members develop their “professional identity”.  And, having a well-designed mentoring program is an increasingly important piece of the puzzle.

ASSOCIATION MENTORING HAS ADVANTAGES FOR MEMBERS AND THE ASSOCIATION

It has been demonstrated that mentoring is essential for establishing a sense of professional identity across a variety of occupations, as mentees learn the profession’s norms, expectations and standards, and mentors re-connect with what they know and can pass on. (Bellis, 2000; Bettin, 2021; Nganga, Browne, & Stremmel; Mantzourani et al; 2022; Matsuyama et al, 2020).

Identification as a professional fosters self-confidence and a sense of belonging, both essential for psychosocial well-being and success.

Association mentoring programs provide an opportunity for young, less seasoned professionals to establish a professional identity that will assist them throughout their careers. The option to mentor young professionals is an opportunity for more experienced professionals to “give back” to their industry, strengthening their sense of self-worth and professional identity.

Accreditation becomes a “must-have” qualification as associations professionalise and establish professional standards. Mentoring programs play an important role in continuing education and help people become more conscious of their own development needs, ideals and standards as professionals. This strengthens the relationship between the association and professional members and therefore membership retention potential (Peacock, 2010).

Associations can also use mentoring programs to develop members’ leadership abilities and thus keep the association leadership succession pipeline full.

WHAT MAKES PROFESSIONAL ASSOCIATION MENTORING PROGRAMS UNIQUE?

Professional association mentoring programs match entry-level and junior professionals with more experienced people in the same profession. These external programs offer greater potential for reciprocal learning as each party explores new territory with their partner.  Mentees in external relationships enjoy the relative objectivity offered by an outside mentor and do not feel the same pressure of having to impress an employer. They are more willing to admit their fears and weaknesses.

We observe that association mentors are more likely to volunteer year after year to “give back” to their profession. The experience gained by mentors through multiple mentorships improves the value of the program over time.

SOME POTENTIAL PITFALLS

Many associations have state or regional chapters connected to a national association. These connections are sometimes quite loose and can be fraught with politics. In our experience, failure to adequately engage regional councils or chapters in mentoring program design can result in a lack of support for the program. This is particularly important if program marketing is dependent on regional entities as communication channels.

Professional association programs generally rely on some form of outside funding, which generally comes from one or a blend of these:

  1. Program fees paid by mentees (not mentors, who volunteer their time);
  2. Sponsorship by corporations;
  3. Government grants.

There is no guarantee that asking mentees to pay a highly expensive program fee results in higher motivation and commitment. High program fees may provide a barrier for some applicants, so tread carefully here.

Be careful also to consider the impact that different funding models may have on the focus and success of a mentoring program. Corporate sponsorships can put at risk the mentee-centricity required for mentoring programs if sponsors have too much say in program goals and design. Government grants for mentoring programs may require that a minimum number of participants participate, and this can put pressure on program managers to accept sub-optimal matches. Pairs that are not matched well may not last the distance.

Mentoring programs offered by professional associations are by nature inter-company, and so associations must pay particular attention to the design and governance of their program. One safeguard is a clear code of conduct that must be read and agreed to before participation.

What about Continuing Professional Development (CPD) points? Awarding points for participation in association mentoring programs can boost application rates. However, some people sign up only to collect points, and fail to fully participate in the program. Associations can pre-empt this by requiring participants to prove their involvement in the program.

DESIGN IMPLICATIONS FOR PROFESSIONAL ASSOCIATIONS

Here we list a few design implications that need special consideration for professional association mentoring programs.

Get the right people on board
It’s ideal for all mentoring programs to have a steering committee or a body in charge of planning and administration. However, with professional association programs, the composition of the steering committee is crucial. Make sure key stakeholders are fairly represented.

Encode behaviour
A mentoring program code of conduct must be unambiguous, widely disseminated, made accessible to employers and emphasised during mentor and mentee training sessions. It should clearly address any potential employer conflicts in matching.

Use Purpose-Driven Marketing
Promoting mentoring as a way to bolster professional identity will help with recruitment, especially the recruitment of mentors. So too will emphasis on the chance to “give back” to the profession. Help applicants see the bigger picture – why will this program help the profession overall?

Choose an Appropriate Funding Model
Make sure to take into account potential effects on the program as a whole before determining program fees or seeking corporate sponsors or the government for support. A well-run formal mentorship program obviously needs financing; therefore investment trade-offs might need to be made. Understand the impact of the different funding options, so you can make an effort to design around them.

Match Pairs Carefully
There will be some geographic competition lines when matching in mentoring programs. Small-town employers can feel threatened when an employee is mentored by someone down the road. Managers of programs must collaborate closely with those who are knowledgeable about the local competitive environment. Matching pairs outside of one’s own region is one approach to lower competitive risk.

IN CONCLUSION

Workers are becoming more and more in need of expanding their “developmental networks,” looking for career and psychosocial support outside of their job, as economic demands and employment changes continue to erode the bond between employer and employee. Professional associations are in a perfect position to offer “outside” mentorship programs that not only broaden development networks but also create the “professional identity” that gives a sense of belonging to a workforce without corporate restrictions.

A thorough understanding of the association’s political structure and employers’ competitive sensitivities are required to design a professional association mentoring program. Association programs can be incredibly successful when designed with the above key points in mind.

©Melissa Richardson 2023

 

REFERENCES

Bellis, C. (2000). Professions in society. British Actuarial Journal, 6(2), 317-344.

Bettin, K. A (2021). The Role of Mentoring in the Professional Identity Formation of Medical Students. Orthopedic Clinics of North America.  Volume 52, Issue 1, Pages 61-68.

Mantzourani E., Chang, H., Desselle, S., Canedo,J. and Fleming,G. Reflections of mentors and mentees on a national mentoring program for pharmacists: An examination into relationships, personal and professional development, Research in Social and Administrative Pharmacy, Volume 18, Issue 3, 2022, Pages 2495-2504,

Matsuyama, Y., Okazaki, H., Kotani, K.,  Asada, Y., & Ishikawa, S.,  Lebowitz, A., Leppink, J. and Van der Vleuten, C. (2021). Professional identity formation-oriented mentoring technique as a method to improve self-regulated learning: A mixed-method study. The Asia Pacific Scholar. 6. 49-64.

Nganga , C., Bowne, M., and Stremmel, A. (2020) Mentoring as a developmental identity process, Mentoring & Tutoring: Partnership in Learning, 28:3, 259-277, DOI: 10.1080/13611267.2020.1783498

Peacock, J. (2010) Becoming a ‘must-join’ association for professionals, Associations Forum, accessed 29 June 2022.

Zabel, D. (2008). The Mentoring Role of Professional Associations. Journal of Business & Finance Librarianship, Vol. 13 (3)

eBook: Mentoring in Professional Associations

In today’s diverse professional landscape, belonging to an association community is essential for individual professional identity and career development. Mentoring programs play a crucial role in helping members achieve professional development goals while expanding their networks, socializing standards and norms, and fostering a sense of belonging. Our eBook is a comprehensive guide designed exclusively for professional associations.

Drawing on expert contributions from renowned professionals and researchers, this resource provides practical guidance, strategies, and best practices to establish and maintain effective mentoring programs tailored to the unique needs and challenges of professional associations.

Learn how to leverage mentoring as a catalyst for personal growth, professional advancement, and member success. By creating a supportive environment for knowledge sharing, associations can empower their members to unlock their full potential and thrive, cultivating a vibrant community of professionals dedicated to excellence and continuous growth.

Powerful Metrics to Build Your Business Case for Mentoring

Need some stats on mentoring to build your business case?

Getting a mentoring program approved can take some persuasion, especially if the decision-makers have not had the experience of being in a well-designed program.

Here are some useful statistics to help you build your business plan and develop a strong case.

Incidence of mentoring

A 2009 article that claimed 70% of Fortune 500 companies had mentoring programs. The figure would be far higher in the 2020s. But not every organisation belongs to the Fortune 500. Big companies are more likely to have formal mentoring programs, according to Art of Mentoring research with HR.com in 2022. So, how widespread is mentoring across workplaces, small and large? We found:

Almost two-thirds (64%) of survey respondents said they had a mentoring program. Large organizations were more likely to have a program (69%) compared to small (51%) and mid-size (41%) companies. These 2022 findings represented a large increase from when a similar survey was run in 2017 on the same topic. At that time, only one-third of surveyed organizations had a mentoring program in place.

In addition, 20% said that they only offered informal programs, whereas 18% said they only offer formal ones. The rest (26%) said they offer a combination of formal and informal programs.

  • A third (33%) had just one mentoring program but almost half (47%) reported having two to three programs.
  • Although almost half (47%) of all survey participants had general mentoring programs (open to all employees), two out of five also had mentoring for high-potential individuals (40%) and peer mentoring (39%).
  • Mentoring relationships were said to be primarily one-on-one as opposed to a group-based structure.

Another study by Olivet-Nazarene University found that 76% of people think mentors are important, however, only 37% of people currently have one. Industries where employees were most likely to have had a mentor were Science (66%), Government (59%), and Education (57%) and least likely were Finance (45%), Skilled Labor/ Trades (44%) and Healthcare (43%).

The Art of Mentoring research also found that almost half (47%) of survey participants had general mentoring programs, which were open to all employees. About two-fifths engage in mentoring for high potential individuals (40%) and peer mentoring (39%). Incidence of diversity mentor programs was 23%, group mentoring 18%, graduate mentor programs 17%, reciprocal mentoring 14% and reverse mentor programs 9%.

Mentoring Effectiveness

Some time ago, my esteemed colleague Professor David Clutterbuck, a leading researcher and writer on coaching and mentoring, told a group of our clients that “highly effective mentoring programs deliver substantial learning for over 95% of mentees and 80% of mentors”.

But is there real evidence to support this and other outcomes for mentees, mentors and their organisations, as a result of mentoring?

The answer is a qualified “yes”. One of the biggest problems with mentoring research is one of definition and research design. There are many definitions of mentoring and a great deal of confusion over where mentoring stops and starts and how it is similar to and different from coaching, counselling, training, managing and consulting.

A review of published studies easily reveals the many benefits of mentoring – but are they all measuring the same thing in the same way? Possibly not, exactly, but there is still much to be learned from these studies, which support, in general, our own research findings and the kinds of outcomes that our mentoring programs achieve.

Here is a collection of stats:

Mentee Outcomes

In a meta-analysis of 43 mentoring research studies, Allen et al (2004) found compensation and promotion to be higher in mentored individuals (than their unmentored peers); higher career satisfaction and greater belief that their career would advance; higher job satisfaction as well as greater intention to stay.

Looking at this and individual studies (Catalyst, 1996; Dreher & Ash, 1990; Fagenson, 1989; Johnson & Scandura, 1994; Lankau & Scandura, 2002; Jones 2012; Chun et al, 2012), reported outcomes for mentees include:

  • Job security
  • Higher salaries
  • Higher-level positions in organisations
  • Enhanced political skills
  • More work satisfaction and lower job turnover than those who do not have mentors
  • Better understanding of roles & responsibilities & job satisfaction
  • Confidence & happiness, improved perspective
  • Better affective well-being

In an often cited long-term study, Sun Microsystems found 25% of participants in a mentoring program had a salary grade change and mentees were promoted 5 times more often than their unmentored peers.

Another study found 87% of mentors and mentees feel empowered by their mentoring relationships and have developed greater confidence

  1. 82% believe that mentoring relationships help foster meaningful connections between mentors and mentees, across departments and the organisation
  2. 84% reported that mentoring relationships provide two-way inspiration for mentor and mentee

Individual benefits for mentors

Mentoring consultants often receive feedback that the mentors gained as much as the mentees in a program. Studies (Hunt and Michael, 1983; Kram, 1985; Jones 2012; Chun et al, 2012) have shown these benefits for mentors:

  • Increase in professional identity, visibility and career rejuvenation
  • Self-satisfaction and improved perspective
  • Greater confidence & happiness
  • Improved psychological health

In the Sun study mentioned earlier, mentors were promoted 6 times more often (than non-mentors).

Benefits to the organisation

Research has reported benefits at the organisational level, including employee commitment, motivation and retention, higher morale, better work relationships and better leadership (Fagenson-Eland et al., 1997; Wilson and Elman, 1996).

In a study by Hegstad & Wentling (2004), the five most frequently cited impacts of the formal mentoring programs included:

  1. retention, (59 percent);
  2. promotion and advancement, (35 percent);
  3. satisfaction, (35 percent);
  4. morale, (29 percent); and
  5. productivity and performance, (29 percent).

In the aforementioned Sun study, retention rates amongst mentees (72%) and mentors (69%) was favourably compared to the general retention rate across the organisation of 49%. Sun claim to have made $6.7 million in savings in avoided turnover and replacement costs. They also estimate an ROI of more than 1000% on their investment in mentoring.

There is little published data on the impact of mentoring on productivity. Some time ago, one of our clients, TNT, asked mentees to estimate the productivity improvement they had achieved as a result of mentoring. 48% of survey respondents said they believed they had gained more than a 50% improvement in productivity.

Another organisational benefit that is often overlooked is the leadership capacity development of mentors who participate in a mentoring program that offers them both training to enhance their developmental conversation skills and an opportunity to practice those skills with someone who is not a direct report.

In spite of the difficulties in comparing results across different types of studies, the trend is clear – the studies conclude that mentoring does have significant benefits not just for the individuals being mentored but also for the individuals providing the mentorship, as well as their supporting organisations.

When one considers that mentoring can contribute to the engagement, motivation, morale, affective well-being, career mobility, and leadership capacity of both mentees and mentors, it is likely that the impacts are grossly underestimated.

Cross-Gender Mentoring

Cornell University’s School of Industrial and Labor Relations found that mentoring programs boosted minority representation at the management level by 9% to 24% (compared to -2% to 18% with other diversity initiatives). The same study found that mentoring programs also dramatically improved promotion and retention rates for minorities and women—15% to 38% as compared to non-mentored employees.

Gender

There are two schools of thought about mentoring for women. Research evidence supports the benefits of mentoring, yet some people argue that women do not need mentoring, they need sponsorship. The truth is they need both, according to these US stats:

  • Women only lead 8.8% of Fortune 500 companies.
  • Of the few women who have made it to corner offices, most are white.
  • In 2022, among top executives at S&P 500 companies, women account for only a quarter of the total number, while controlling just 1% of the value of shares held among fellow corporate leaders.

This graphic says all that needs to be said about how slow the progress is:

This is the situation in Australia:

The gender pay gap is still wide in many countries:

The Global Gender Gap Index has benchmarked the current state and evolution of gender parity across four key dimensions (Economic Participation and Opportunity, Educational Attainment, Health and Survival, and Political Empowerment) since 2006. In 2022, the global gender gap was closed by 68%. At the current rate of progress, it will still take 132 years to reach full parity.

Leading the field in closing the gender equity gap were Iceland (90%), Finland (86%) and Norway (85%).

The US was ranked 27th (77%) and Australia 43rd (74%) of 156 countries in 2022.

So, what about mentoring for women? Researchers suggest that women need mentoring for career support more than men do. Linehan and Walsh (1999) argued that mentoring is particularly important for women:  “Mentoring relationships, whilst important for men, may be essential for women’s career development, as female managers face greater organisational, interpersonal and individual barriers to advancement” (p.348).

Indeed, there is evidence that mentoring actually benefits female mentees more than it does male mentees (Tharenou, 2005). It has also been suggested that e-mentoring is beneficial to mixed gender mentoring relationships, as the reduced level of social cues in electronic communication may enable a more power-free dialogue (Hamilton and Scandura, 2002).

In a review of Sheryl Sandberg’s book, Lean In, researchers provide evidence that mentoring focused on career achievement from role models that women can identify with is key to leadership success (Chrobot-Mason, Hoobler, Burno, 2019).

A study by Development Dimensions International (DDI) found that while nearly 80% of women in senior roles had served as formal mentors, only 63 % of women had ever had one. This is despite the fact that a majority of women view mentoring as valuable. Formal mentoring for women supports women who may not be confident to seek mentorship on their own.

In this study into a specific program for women in health and medical research, almost half of mentees cited that participation played a role in a promotion and also attributed program participation to other traditional metrics of academic research career success—including grants, awards and other leadership opportunities. Participants noted that essential for achieving those outcomes was an increase in confidence, as well as support from their mentors and network built through the program. Other benefits reported by mentees increased resilience and confidence.

While peer mentoring has already been found to have positives for students, a new study in Nature Communications looks at the longer-term impact of such schemes. It finds that the positive influence of peer monitoring for female students can last beyond the end of a degree.

 

©Melissa Richardson 2023

 

Read our case studies and learn how Art of Mentoring has helped organisations design and implement mentoring programs.

Download a Business Plan template.

REFERENCES

Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for proteges: A meta-analytic review. Journal of Applied Psychology, 89, 127–136.

Catalyst. (1993). Mentoring: A guide to corporate programs and practices. New York: Author.

Chrobot-Mason, D., Hoobler, J., Burno, J. (2019). Lean In Versus The Literature: An Evidence-Based Examination. Academy of Management Perspectives, Vol. 33, No. 1, 110–130.

Chun, J K, Sosik, J J, Yun, N. (2012) A longitudinal study of mentor and protégé outcomes in formal mentoring relationships, Journal of Organizational Behavior, J. Organiz. Behav. 33, 1071–1094 (2012)

Dreher, G. P., & Ash, R. A. (1990). A comparative study of mentoring among men and women in managerial, professional, and technical positions. Journal of Applied Psychology, 75, 539-546.

Fagenson, E. A. (1989). The mentor advantage: Perceived career/job experiences of protégés versus non-protégés. Journal of Organizational Behavior, 10, 309–320.

Fagenson-Eland, E.A. , Marks, M.K. , & Amendola, K.L. (1997).Perceptions of mentoring relationships . Journal of Vocational Behavior, 51(1), 29-42

Hamilton, B and Scandura, T. (2002) “Implications for Organisational Learning and Development in a Wired World” In: Organisational Dynamics, volume 31, No 4, pp388-402, Elsevier Science, Inc.

Hegstad, C D & Wentling, R M. (2004) Human resource Development Quarterly, vol. 15, No. 4.

Hunt, D.M. , & Michael, C. (1983). Mentorship—A career training and development tool.  Academy of Management Review, 8(3), 475-485

Johnson, N. B. and T. A. Scandura. 1994. ‘The effects of mentoring and sex-role style on male-female earnings’, Industrial Relations, 33, 263-274.

Jones, J. (2012) An Analysis of Learning Outcomes within Formal Mentoring Relationships, International Journal of Evidence Based Coaching and Mentoring Vol. 10, No. 1, Page 57

Kram, K.E. (1985). Mentoring at work: Developmental relationships in organizational life. Glenview, IL: Scott, Foresman .

Lankau, M J and Scandura, T A. (2002). An Investigation of Personal Learning in Mentoring Relationships: Content, Antecedents, and Consequences; The Academy of Management Journal, Vol. 45, No. pp. 779-790

Linehan, M. & Walsh, J.S. (1999) Mentoring Relationships and the Female Managerial Career, Career Development International, 4/7 pp348-352. MCB University Press.

Sun Microsystems Study (2009), downloaded from http://www.mentoringstandard.com/wp-content/uploads/2020/06/2009-Sun-Mentoring-1996-2000-Dickinson.p

Tharenou, P. (2005) Does Mentor Support Increase Women’s Career Advancement More than Men’s? The Differential Effects of Career and Psychosocial Support. Australian Journal of Management, Vol. 30, No. 1

Wilson, J.  & Elman, N. (1990). Organizational benefits of mentoring. Academy of Management Executive, 4, 88-94 .

 

Making Reverse Mentoring Work

Guest Blog

Making Reverse Mentoring Work: Practical Guidelines for Programmes

Reverse mentoring (or mentoring up) is a practical way to enable senior people in organizations to learn from more junior colleagues. There are two main contexts for this: technical and diversity-focused.

Technical reverse mentoring emerged in the 1990s as a means of helping executives keep up with technological change, particularly in terms of IT literacy. It was sometimes confused with technical support (one-way tuition), but when properly applied is a co-learning partnership, in which the senior person acquires both technical skills and a level of conceptual understanding of the technology, while the junior mentor gains insights into thinking at a more strategic level and into career possibilities.

Diversity-focused reverse mentoring supports co-learning between cultures and generations. Early applications centred around gender – male executives being mentored by more junior females to understand the corporate world through female eyes. The relationship caused the executives to question their assumptions about female aspirations and to recognise the subtle barriers that prevented women advancing in their careers. How much of an influence it had on gender equality in the workplace is hard to measure, but it appears to have had a substantial impact on changing mindsets.

In the past two decades, diversity-focused reverse mentoring has contributed to diversity management in the contexts of race, culture, disability, sexual preference, amongst others. Generational-based reverse mentoring concentrates on building bridges of understanding between the baby boomers/Generation X and millennials.

Good practice guidelines for designing effective reverse mentoring programmes include:

  • Be very clear about the learning agenda for the programme. What are the key understandings each party needs to take away?
  • Clarify why it is important to the business to create these cross-sectional communications. This will contribute to participants’ confidence in playing their respective roles
  • Start at the top. If the leaders show willingness to learn in this way, other managers will follow suit
  • Educate both mentors and mentees in how to manage the power distance issues. If the executive slips into their managerial persona, then this can intimidate the less senior mentor and inhibit the learning between them. Both need the skills to create a power-free learning environment
  • Ensure that there is a significant hierarchical gap between mentor and mentee. The further away from the top the junior person is, the better able they are to manage the power distance – because people closer to the top are more likely to be concerned that giving robust feedback to someone more senior will be detrimental to their careers
  • Monitor how each reverse mentoring relationship is progressing. Both mentor and mentee may benefit from having an additional, traditional coaching or mentoring relationship, in which they can explore issues that arise for them
  • View the upward mentors as a resource for exploring wider issues, where accessing several different perspectives can help make better strategic or tactical choices
  • Bring mentees together as a group to share their learning and the implications for the organization; similarly, encourage junior mentors to exchange insights they have acquired.

©Professor David Clutterbuck 2023

Webinar: How to Effectively Recruit and Engage Members with Value Add-Programs

Overview

The internet is alight with talk about Artificial Intelligence, members are busier than ever and they are navigating unprecedented disruption to their careers (layoffs, technological automation and post pandemic challenges). Attracting young or new members to your association in these circumstances is getting harder and existing models of non-dues revenue are being turned upside down.

It is important that your association provides highly valuable learning opportunities in several mediums and beyond the static content such as eLearning, articles, online communities, and so on. The element of human connection is more important than ever. Programs that consider this will prove to be the differentiator that sets your organization apart and means you have a winning strategy for the future, building lifelong members.

In this webinar Alex Richardson and Michael Hoffman, CEO Gather Voices will explore the different mediums they are seeing utilized by associations with a particular focus on the power of video and mentoring as alternative ways to engage your membership, provide value and attract new members to your organization.

Join Alex and Michael to explore:

  • An overview of the different tools/ecosystems available for member engagement
  • The importance of multimedia content and providing member learning opportunities that cover the 70/20/10 model
  • How mediums such as video can be utilized for an effective recruitment strategy across learning programs and events
  • The power of story in engaging your membership and their learning
  • Tools to evaluate program outcomes and capture feedback – measuring ROI

Presented in partnership with:

 

 

 

Webinar: Unlocking Mentoring Program Success with Training

Overview

Do you ever feel like you’re stuck in your career or personal development? You may have a great boss or team leader, but are they the right mentor for you? Just because someone has years of experience in their field doesn’t necessarily mean they possess the qualities of a good mentor. In fact, ineffective mentors can actually be harmful to your growth.

In this webinar, we’ll discuss the risks of not providing proper mentor training, as well as how to train mentors effectively. By investing in quality mentor training, you’ll not only help your employees and team members grow, but you’ll also create a more positive and productive work environment, improving wellbeing, productivity and retention.

Join the discussion as Melissa Richardson, Co-Founder and Storm Vance, Client Success Manager of Art of Mentoring, discover why mentor training is beneficial for everyone involved.

What you will learn:

  • What can happen when mentors (and mentees) are not prepared for the role
  • The risks for individuals and their organizations of poor quality training, or no training at all
  • 5 mentoring mind traps that mentors need to avoid
  • What to cover in basic vs more advanced trainings
  • The organizational benefits of training mentors well

Presented by:

Melissa Richardson, Co-Founder, Art of Mentoring
Storm Vance, Client Success Manager, Art of Mentoring

 

Webinar: Cultivating Leadership Potential

 

Cultivating Leadership Potential: How mentoring programs can develop and strengthen leaders

Mentoring has emerged as a valuable approach to nurturing and developing the leadership potential of individuals, both in current and future roles, accelerating their ability to deliver value personally and for their organisation.

You will gain valuable insights into the transformative potential of mentoring in cultivating leadership excellence. Whether you are an aspiring leader, a current leader seeking to enhance your skills, or an organisational leader looking to implement a mentoring program, this panel discussion will provide you with actionable strategies, practical tips, and inspiration to foster leadership potential within yourself and your organisation.

Hear from our esteemed panelists, who possess extensive experience in leadership mentoring as they share their insights and knowledge on this important topic.

The webinar will cover:

  • The role that mentors can play in developing leadership potential
  • Addressing leadership needs and gaps through mentoring
  • Real-world examples of successful leadership mentoring programs

Presenter:
Cristy Welsh, Head of Client Success, Art of Mentoring

Guest Panellists:
Kelsey Bradley, Head of Careers, Origin Energy
Jude Kelly, Assistant Director, Capability and Entry Level Programs, Dept of Employment and Workplace Relations
Ainsley Simpson, CEO, Infrastructure Sustainability Council

 

Webinar: The Age Divide in Employment

The Age Divide in Employment: Why Mentoring is Key to Retaining and Supporting Older Workers

Overview

The Australian Human Resources Institute (AHRI) and the Australian Human Rights Commission (AHRC) recently released their fifth report on the employment climate for older workers. Despite making up 20% of the workforce, workers aged 55 and above only account for 4% of employment growth. Ageist employment practices were found in one-sixth of organizations, while only a quarter of HR professionals are open to hiring workers aged 65 and above.

The report recommends employers prioritize older workers when developing diversity, equity, and inclusion strategies. Only half of organizations surveyed offer training and development opportunities for older workers, which is the lowest rate since the survey began.

Utilizing older workers can alleviate employment shortages and contribute to diverse workplaces and economic performance.

In this webinar, Melissa Richardson is joined by AHRI CEO, Sarah McCann-Bartlett, to discuss the report’s findings and how mentoring and other initiatives can help address the problem.

Melissa and Sarah explore:

  • Highlights from the study, what it means and why it matters
  • How mentoring can help retain older workers
  • Strategies for developing targeted mentoring programs
  • Discover additional tactics utilized by organizations to attract and retain skilled professionals in this demographic.

Presented by:

Melissa Richardson, Founder, Art of Mentoring
Sarah McCann-Bartlett, CEO, Australian Human Resources Institute.


The Age Divide: Why mentoring is key to retaining and supporting older workers

The Australian Human Resources Institute (AHRI) and the Australian Human Rights Commission (AHRC) have released their fifth report on the employment climate for older workers in Australia. According to the report, older workers aged 55 and above account for almost a fifth (20%) of the Australian workforce, but they only make up 4% of the growth in employment levels over the past year. This is a significant shift, given that their participation rate had been increasing from 44.8% in February 1995 to 69.4% in February 2023, according official data from the Australian Bureau of Statistics (ABS).

The report also highlights that there is evidence of ageist employment practices in some Australian workplaces, with around one in six organisations actively excluding older workers from the recruitment process. Furthermore, while almost two-thirds (65%) of HR professionals surveyed say they are currently experiencing recruitment difficulties, only a quarter (25%) report that they are open to hiring people aged 65 and above “to a large extent.”

The report suggests that employers should consider older workers more carefully when developing diversity, equity, and inclusion strategies. Shockingly, only around half of the organisations surveyed offer continued access to training and development opportunities for older workers, which is the lowest mark since the survey began.

Employing and retaining older workers can contribute more to easing employment shortages worldwide. If employers and governments can maximise the potential of older workers as part of an age-diverse workforce, this could help drive more diverse workplaces, reduce employee shortages, and strengthen economic performance.

How mentoring can help

One of the key benefits of using mentoring to retain older workers is the opportunity to tap into their experience and expertise. Older workers have accumulated years of knowledge, skills and wisdom that can be invaluable to the organization. By asking them to mentor others, companies can ensure that this knowledge and experience is passed on to the next generation of workers.

Asking older workers to mentor others can also be an effective retention strategy. Older workers who feel valued and respected are more likely to stay with the organization. By offering them the opportunity to mentor others and providing them with relevant mentoring skills development, companies are showing that they recognize the value of their experience and expertise. This can be a powerful motivator for older workers to stay with the organization.

Moreover, mentoring can also provide older workers with a sense of purpose and fulfillment in their work. As they transition to retirement or a new role within the organization, mentoring can offer them a way to stay engaged and make a meaningful contribution to the organization.

To encourage older workers to become mentors, companies can offer incentives such as recognition programs or opportunities for advancement. They can also provide training and support to ensure that older workers have the skills and confidence they need to be effective mentors.

In conclusion, asking older workers to mentor others can be a powerful tool for retaining them in the organization. By tapping into their experience and expertise, companies can ensure that this knowledge is passed on to the next generation of workers. Mentoring can also provide older workers with a sense of purpose and fulfillment in their work, which can be a powerful motivator for them to stay with the organization.

© Melissa Richardson 2023

View our webinar: The Age Divide in Employment

 

 

 

Webinar: What Makes a Good Mentor? 5 Decades of Insight

Overview

Discover the evolution of mentoring in the workplace with Art of Mentoring Founder, Melissa Richardson and Coaching and Mentoring International Founder, Professor David Clutterbuck, the pioneer of supported mentoring in Europe since the early 1980s.

In this 60-minute webinar, gain insights from five decades of experience and learn how great mentors stand out from the rest. Don’t miss out on discovering the new practices and techniques that have emerged since the publication of Professor Clutterbuck’s world-famous book, Everyone Needs a Mentor.

What you will learn:

  • The evolution of mentoring – where has it been, where is it now and where is it heading?
  • What sets great mentors apart? What is their mindset and what do they do?
  • What makes the perfect mentee?
  • What do we know now about mentoring program design and implementation that makes the most difference to effectiveness and success?

Presented by:

Melissa Richardson, Founder, Art of Mentoring
Professor David Clutterbuck, Founder, Coaching and Mentoring International