Sector: Professional Services
Background: The Chartered Institute for Personnel and Development (CIPD) is the representative body for the HR and training profession in the UK. It has 140,000 members in the UK and across the world. CMI has supported the CIPD in recent years with two programmes: one for new entrants to the HR profession, either taking or having recently taken their professional qualification; and one for aspiring HR directors.
Project description: The career development mentoring programme, delivered with Coach Mentoring,(our CMI UK partner) aims to support CIPD members in: gaining their first role in HR; making a transition in their next role to another area of HR; or gaining a promotion in an HR role.
We supported the CIPD from scoping of their programme through to matching, briefing mentors and mentees, supporting them throughout their mentoring relationship, and with evaluation of the programme.
Feedback from the pilot was that all mentors would take part again as well as most of the mentees, and everyone would recommend the programme to their colleagues. There was also much useful data, which influenced the roll out of further mentoring within the CIPD Careers Service. This virtual programme is rolled out on an annual basis with over 90 mentoring pairs in 2017. For more information click here
The aspiring directors programme had been a recommendation from CMI over several years. The transition from senior HR practitioner to HR director is complex and demanding. It is very difficult for someone, who has been managing a department within HR to prepare for a role that requires them to adopt a more strategic role as one of the leadership team. The pilot for the programme involved a marketing campaign, to recruit both mentors (highly experienced current HR directors) and mentees (senior professionals nominated by their own HR director as having the intention and ability to move into an HR director role within two years). Participants were matched from different sectors, to provide a breadth of learning.
Both mentors and mentees attended initial training, plus a follow up event to consolidate learning. We also provided webinar-based group supervision and access to other resources. In designing the programme, we took account of the special nature of mentoring potential directors – mentors were encouraged to reflect upon and share their thoughts around what was or would have been most helpful to them, in making this transition. Issues of especial importance were developing the mindset of a director and learning how to let go of operational responsibilities. Feedback from participants was that the programme had been both valuable and enjoyable for both mentors and mentees.
Background: Mencap is the UK’s leading charity working with people with a learning disability, and their families and carers. They campaign for change at every level of government – locally and nationally. And they provide a wide range of services for people of all ages – like housing, education, employment and leisure – that give people the chance to lead fulfilling, active lives with as much independence as possible. Mencap employs around 8000 people across England, Wales and Northern Ireland. In 2017, they were named best endorsed provider of learning and development by Skills for Care.
Project description: The aim of the project was firstly to support talent management and succession planning at all levels and secondly to build a sustainable in-house mentoring capability. The CMI team provided initial training for mentors and mentees, as well as training for HR staff in programme management. On-line materials supported mentors and mentees in their relationships and after 12 months the programme was taken in-house.
The initial programme involved approximately 100 pairs, with some of the mentees being people with learning disability – a visible indication of a belief that talent and aspirations to grow can be found at any level in the organisation. Measurements at the end of the first cohort indicated significant impacts on mentees’ self-confidence and sense of career direction.
Now part of a wider talent programme called “You’ve got talent”, the programme has evolved year on year with measurement of what works well and less well. In 2016, 50% of mentees achieved a promotion, many into management roles, with other mentees making horizontal moves to enhance their careers – for example, from client support work to working on campaigns. Among benefits observed from mentoring as it has become increasingly embedded in the organisation are:
- Greater understanding and appreciation by participants of other parts of Mencap
- Increased listening skills – now an important part of the charity’s approach to leadership
- Developmental conversations happen more naturally throughout the organisation as people have confidence to engage in them – in particular, it has been easier to redesign the appraisal process to be more of a conversation. The mentoring conversations, too, have evolved with practice and familiarity, becoming more natural and relaxed than at first.
- Easier introduction of other developmental support, such as action learning sets
Mencap’s Learning and Development Team place great importance on early transference of the competence to run mentoring programmes and to train and support participants. Because the programme was owned by the in-house team, it could be adapted and continuously updated in line with the evolving culture and changing operating environment.
Focus: Maternity Mentoring
Background: The National Health Service is the UK’s largest employer, with over 1,600,000 staff. The National Leadership Academy is the NHS’ centre of excellence for leadership development. It is supported by local Leadership Academies in each of the NHS regions.
Project description: Return to Work Mentoring Programme
Transitioning back into a complex and changeable system after an extended period of leave can be a difficult and lonely journey for leaders. Some of the challenges faced can include:
- Understanding what needs to be considered when preparing to take leave such as handover and succession planning
- How to stay connected with the organisation while on leave
- Planning for transitioning back into the workplace after time off
- Recalibrating one’s identity in the run up to, during and after a significant life change
- Coping with and managing change
- Getting a balance between personal and work life
- Developing and maintaining resilience when facing career and personal pressures
- Reconnecting and developing new networks
This is why the NHS Leadership Academy offer NHS leaders at all levels an inclusive mentoring support package in order to:
- Stabilise productivity and efficiency of the individual and team during the early months of returning back into the workplace
- Foster a culture of inclusion where the uniqueness and diversity of our workforce is valued along with the new skills and learning an individual brings back into the workplace
- Provide an environment where leaders feel well supported and the knock on impact this will have on the patient experience and quality of care
- Reduced sickness absence and Occupational Health referrals thanks to a smoother, better supported transition
- Greater likelihood of retaining diversity and talent within the organisation
There are two opportunities being offered:
- Train as a Return to Work Mentor
- Access the programme as a Return to Work Mentee
Both mentor and mentee receive expert, in-depth training on the specifics of the programme before then embarking on the mentoring relationship. Mentors receive ongoing supervision and CPD and the entire programme is delivered through a virtual platform which makes this programme unique, accessible and inclusive.
Organisation: National subsidiary of a global FMCG
Background: This global organisation has developed over the decades a strong capability in leadership, talent development strategy and succession planning. It had had some mentoring present for a long while, but wanted to ensure it to have greater impact.
Project Description: The aim of the programme was to improve the capabilities of experienced mentors (Director Level) and mentees (Senior Managers) so they could derive even greater value from their mentoring relationships – as they defined it “moving from good to excellent”. The project was planned to last a year.
Context: “mentoring” in one way or another had been taking place for over two years in this organisation (using David Clutterbuck materials/manuals) but no training had been provided. We were, therefore, engaging with an already existing system and processes which, firstly, we did not know and, secondly, which functioned reasonably well, with some degree of networking, energy (both negative and positive) and some learning needs being met but some not.
Process: We designed a focus group with mentees and mentors and used Appreciative Inquiry to define the existing mentoring expertise levels as well as assess participants’ motivation to actively attend the programme. Following this, we provided mentors and mentees with training, providing masterclasses for both groups separately after the first 2/3 mentoring meetings (about 4 and 6 months into the programme) and an end of programme review. We also created a bespoke Mentoring Guide, pitched to the existing level of expertise and the level participants wanted to reach. The review demonstrated significant improvements in mentoring capability for mentors and mentees.
Outcomes: The company reported that the intervention has:
- co-created “movement” of energy, ideas and a commitment to organisational change which made sense to Senior Managers
- enabled articulation of how they want to lead mentoring in their organization and what they want to change
- helped the Directors to define the role they wanted to play in this change process
- clarified the purpose and outcomes of the scheme; the role of mentors and mentees; shaping the process
- generated knowledge which re-shaped the project, served as the foundation for change overall and as a platform for evaluation
- improved mentoring capability in the organisation.
Background: Twinings has been a major tea business since 1706 and is now an international brand with more than 200 teas sold in over 100 countries throughout the world with a growing portfolio of beverage brands, including Twinings, Jacksons of Piccadilly, La Tisanière, Nambarrie, Ovaltine, Ovomaltine, Caotina, Jarrah and Options.
Project Description: We’ve come a long way from our humble origins 300 years ago, but if there’s one thing that hasn’t changed it’s the Twinings’ entrepreneurial spirit and belief that it is people that give us our competitive edge. The Mentoring Programme was launched in 2012 with a clear purpose to help strengthen our key talent, giving them every opportunity to develop their careers within Twinings, and gain from the significant breadth of experience we hold across our business. Our mentoring programme is truly international and training took place for both mentors and mentees with a mixture of virtual media and face to face meetings. Since 2012 nearly 150 people have had the opportunity of being mentored in our business increasing our cross organisation communication and expanding their professional network. The benefits have not only been enjoyed by our mentees, our mentors have developed a wider perspective on their organisation and work and a sense of satisfaction in helping others develop.
Sector: Voluntary Sector
Background: Youth Business International is a global network of organisations dedicated to helping young, aspiring entrepreneurs to start, grow and scale their businesses with the potential to create employment. It operates through local partners who are independent non-profit initiatives (‘members’) in 48 countries. YBI has been a long-standing advocate of the value of mentoring for young entrepreneurs and its place in supporting them to grow their businesses and mentoring is key element in the many programmes it supports. Its community of mentoring practitioners is sector-leading and the YBI network currently encompasses over 14,000 volunteer business mentors who inspire and empower the young entrepreneurs with the support they need to reach their potential.
Project description: CMI has supported Youth Business International (YBI) over several years, helping in the design of the mentoring programme methodology and its supporting materials; and at its annual masterclass which brings together programme manager from around the world and supports them to learn from each other, further develop their programmes and explore international good practice. Professor Clutterbuck is also a Special Advisor to the longitudinal research project looking at the Impact of Volunteer Business Mentoring on Young Entrepreneurs, with the final report to be released in March 2018.
Organisation: A global natural beauty retailer, trading in over 66 markets
Sector: Cosmetics/ retail
Background: Our client is a global retailer of cosmetic products with a strong reputation for social responsibility. It pioneered environmentally sustainable, animal-friendly cosmetic production.
Project description: Our client wanted to introduce a mentoring programme to grow the capacity for learning in the organisation. It was also an important way of increasing the skill and confidence of senior leaders to hold a coaching style dialogue. CMI assisted with project design, matching, training of mentors and mentees, briefings for mentees’ line managers and the provision of reference materials on line. We also assisted with mid-term reviews to ensure relationships were working and could be re-energised as needed. The programme was featured in Coaching at Work magazine as a best practice.
Organisation: FTSE 100 company
Sector: Food and ingredients
Background: Our client is an international FTSE 100 company with a wide portfolio of brands, products and services.
Project description: Our client commissioned advisory support to set up a Two-way Mentoring Programme as part of their focus upon Gender Diversity. Lis Merrick who heads up our UK CMI partner, Coach Mentoring, has been responsible for conducting individual and group Mentor supervision sessions, and providing on-going guidance on the matching and training processes, as well as maintaining the engagement of all that are involved.