Mentoring in the public sectorLisa 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•Positive and negative outcomes of mentoring for mentors, mentees and the organisation•Discussion •Implications & Conclusion

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

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

Mentoring in public sector defined

2-way process concerned with developing staff and fostering learning

According to Bhatta & Washington (2003:213) it is:

1. a developmental intervention; and

2. ‘transfer’ or socialisation process

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

Formalised programs in public sector

Mentoring of new staff

Mentoring of new, existing or aspiring leaders

Mentoring as an affirmative action (AA) strategy

Research Sample

Comprehensive search: Proquest, Ebsohost, AEI, ERIC, PsycLIT, APAISA, AIMMAT, Google Scholar

Located 25 research based papers published during 1991 to 2006

Methodology

Structured review: a predetermined set of criteria, namely a set of coding categories, used to analyse research papersCoded papers according to:

1. Country2. Definitions used3. Type of program (ie leaders, graduates or AA)4. Positive and negative outcomes of mentoring for

mentor, mentee and organisation

Sample = 25 research based papers

8 Australia, 8 USA, 4 UK,3 Canada, 1 New Zealand, 1 Singapore21 papers provided definitions: mentoring is a helpful, supportive, developmental relationship between a more experienced person and a less experienced person17 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 staff2 studies: children at risk

25 Studies

23 reported positive outcomes for mentees10 reported positive outcomes for mentors17 reported negative outcomes for the mentee 10 reported negative outcomes for the mentor13 reported positive outcomes for the organisation5 reported negative outcomes for the organisation

Positive outcomes for mentees = 23

Improved skills / knowledge / challenging assignmentsSupport / empathy / friendship / encouragementCareer affirmation / commitment / planningIncreased confidence / esteemEnjoyment / satisfactionInduction / socialisation / reduced isolationNetworkingDiscussion / sharing advicePromotion / career advancementFeedback / reinforcementEncourage independence / risk taking / new ideasExposure / visibility / coachingImproved attitudes /motivationBetter work family balanceProtection / caretaker

1713131298865442222

Positive Outcomes for Mentors = 10

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

Negative outcomes for Mentees = 17

Lack of mentor knowledge/training 5Mismatch of mentor / mentee 4Lack of time 3Mentors who exploit / out of touch 2Gender related problems 2Lack of mentor support / interest 2Clash between mentor & others 1Unnecessary relationship 1Mentors who do not develop mentee

independence 1

Negative outcomes for Mentors = 10

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

Positive outcomes for the Organisation = 13

Improved culture / dynamics / comm. 6Improved skills of staff 4Lower absenteeism 3Retention of staff 3Improved PR, profile of organisation 2 Increased productivity 2Achieving org. goals 2Identified children at risk 1Expanding org’s knowledge base 1Greater sense of belonging 1

Negative outcomes for the organisation = 5

Maintaining/ attracting mentors 5

Funding 4

Time to coordinate 1

Time taken away from class 1

Discussion

Programmes – range of purposes and targetted a range of personnelMajority focused on leadershipPurpose: adult development more so than purely promotion (although 5 studies identified promotion as an outcome for menteesCommon positive outcomes for mentors and mentees: skills, confidence, support enjoymentCommon negative issues: time, mentoring training / understanding, poor matching

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