Mentoring in the public sector Lisa C. Ehrich

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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

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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

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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

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Mentoring in public sector defined

• 2-way process concerned with developing staff and
  fostering learning
• According to Bhatta Washington (2003213) it
  is
• a developmental intervention and
• transfer or socialisation process

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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

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Formalised programs in public sector

• Mentoring of new staff
• Mentoring of new, existing or aspiring leaders
• Mentoring as an affirmative action (AA) strategy

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Research Sample

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

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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

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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

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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

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Positive outcomes for mentees 23
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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

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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

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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
  

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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 orgs knowledge base 1
• Greater sense of belonging 1

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Negative outcomes for the organisation 5

• Maintaining/ attracting mentors 5
• Funding 4
• Time to coordinate 1
• Time taken away from class 1

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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

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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