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Mentoring in the public sector Lisa C. Ehrich & Brian C. Hansford QUT, Australia

Mentoring in the public sector Lisa C. Ehrich & Brian C. Hansford QUT, Australia. The public sector - definition Focus of this research: structured review of mentoring Formalised mentoring programs in the public sector

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Mentoring in the public sector Lisa C. Ehrich & Brian C. Hansford QUT, Australia

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  1. Mentoring in the public sectorLisa C. Ehrich & Brian C. HansfordQUT, Australia The public sector - definition Focus of this research: structured review of mentoring Formalised mentoring programs in the public sector Positive and negative outcomes of mentoring for mentors, mentees and the organisation Discussion Implications & Conclusion

  2. Focus of Research • Explore mentoring in the public sector to determine its nature, purpose and outcomes • Examined public sector websites from Australia and overseas • Located 25 research based papers on mentoring in the public sector

  3. The Public Sector • Represents authorities and agencies at various levels of government that serve the government in power (Corbett 1996) • Public servants act in the national interest and are accountable to the govt and public

  4. Mentoring in public sector defined • 2-way process concerned with developing staff and fostering learning • According to Bhatta & Washington (2003:213) it is: • a developmental intervention; and • ‘transfer’ or socialisation process

  5. Definitions (cont) • Different from mentoring in the private sector • Public sector: purpose of sector is ‘service’; managers are accountable to politicians, general public • Private sector: purpose is profitability

  6. Formalised programs in public sector • Mentoring of new staff • Mentoring of new, existing or aspiring leaders • Mentoring as an affirmative action (AA) strategy

  7. Research Sample • Comprehensive search: Proquest, Ebsohost, AEI, ERIC, PsycLIT, APAISA, AIMMAT, Google Scholar • Located 25 research based papers published during 1991 to 2006

  8. Methodology • Structured review: a predetermined set of criteria, namely a set of coding categories, used to analyse research papers • Coded papers according to: • Country • Definitions used • Type of program (ie leaders, graduates or AA) • Positive and negative outcomes of mentoring for mentor, mentee and organisation

  9. Sample = 25 research based papers • 8 Australia, 8 USA, 4 UK,3 Canada, 1 New Zealand, 1 Singapore • 21 papers provided definitions: mentoring is a helpful, supportive, developmental relationship between a more experienced person and a less experienced person • 17 studies: leaders/aspiring leaders (7 of which had an AA component) • 3 studies: graduates / new employees (1 of which was for women only) • 3 studies: multiple levels of staff • 2 studies: children at risk

  10. 25 Studies • 23 reported positive outcomes for mentees • 10 reported positive outcomes for mentors • 17 reported negative outcomes for the mentee • 10 reported negative outcomes for the mentor • 13 reported positive outcomes for the organisation • 5 reported negative outcomes for the organisation

  11. Positive outcomes for mentees = 23

  12. Positive Outcomes for Mentors = 10 Interpersonal skills/relationship 5 Improved skills / job performance 5 Satisfaction with role/career 5 Increased confidence / motivation 4 Transmission of knowledge/values 4 Greater insight into self and others 3 Networking 3 Enjoyment /stimulation 2 Reflection / reappraisal of beliefs 2 Assistance / ideas / support 2 Empowering others 2 Opportunity to serve as role model 1

  13. Negative outcomes for Mentees = 17 Lack of mentor knowledge/training 5 Mismatch of mentor / mentee 4 Lack of time 3 Mentors who exploit / out of touch 2 Gender related problems 2 Lack of mentor support / interest 2 Clash between mentor & others 1 Unnecessary relationship 1 Mentors who do not develop mentee independence 1

  14. Negative outcomes for Mentors = 10 Lack of time 6 Jealousy / negative attitudes 3 Lack of support from others 3 Lack of training/understanding 2 Lack of proximity 1 Conflict: advice Vs assessment 1 Frustration with mentee performance 1 Feel useless when relationship ends 1 Unrealistic expectations of mentees 1

  15. Positive outcomes for the Organisation = 13 Improved culture / dynamics / comm. 6 Improved skills of staff 4 Lower absenteeism 3 Retention of staff 3 Imp roved PR, profile of organisation 2 Increased productivity 2 Achieving org. goals 2 Identified children at risk 1 Expanding org’s knowledge base 1 Greater sense of belonging 1

  16. Negative outcomes for the organisation = 5 Maintaining/ attracting mentors 5 Funding 4 Time to coordinate 1 Time taken away from class 1

  17. Discussion • Programmes – range of purposes and targetted a range of personnel • Majority focused on leadership • Purpose: adult development more so than purely promotion (although 5 studies identified promotion as an outcome for mentees • Common positive outcomes for mentors and mentees: skills, confidence, support enjoyment • Common negative issues: time, mentoring training / understanding, poor matching

  18. Implications & Conclusion • Need to invest sufficient resources and time • Articulating goals and expectations • Training for mentors • Carefully selecting and matching mentors and mentees • Senior management to support and promote the program

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