Survey Results: What Mentoring & Coaching is Happening in New Zealand Organisations in 2007?

A survey of what mentoring and coaching is happening in NZ organisations was carried out by the New Zealand Mentoring Centre Ltd (NZMC) from June 2006 - April 2007.  There were 135 respondents from organisations across a range of sectors: private (46%), public (37%) and not-for-profit (17%).  Respondents also reported that there were a range of mentoring types in their organisations with the majority being one-to-one (63%), 20% peer or group mentoring and the balance programme mentoring.

Mentoring has a variety of definitions, as too does coaching.  Whilst mentoring and coaching are different they have a large overlap and survey respondents often referred to mentoring & coaching.  In some instances respondents use of the terms were at time reversed to that of the author.  For the purpose of this paper the term mentoring will be used to refer to mentoring and/or coaching and is defined as "the support of one individual by another, in either a one-to-one or in a group, with a personal relationship developed through regular contact over a period of time".

In the organisations surveyed it was found that mentoring was used to address a wide range of situations and issues and from this a number of mentoring drivers could be identified.  These included: leadership development, attraction & retention, to enhance career progression, to support transition, address individual performance issues, support to enhance quality work, to address personal non-work issues and to address diversity/equality issues. 

The survey canvassed what supported, and what got in the way of, implementing mentoring in organisations.  It also sought overall comments on mentoring and evaluated its usefulness as a strategy for development of the individual and the organisation.  A number of individuals reported that they find mentoring very helpful but commented that it is to early to quantitatively assess the impact of mentoring on their organisation.

In the following section the results are summarised and discussed for each of these areas.  Responses are quoted verbatim in some cases to capture the flavour of the responses.  The paper concludes with a brief statement as to the way forward and the rewards for an organisation which takes on mentoring as a part of their ethos.

Discussion

There has been a world wide trend over the last decade of organisations recognising the desirability and value of instituting mentoring in organisations.  The form of mentoring varies greatly from informal to formal, and from one-to-one mentoring to group mentoring.  Often, a variety of mentoring is present within an organisation.

The organisations seeking to implement mentoring programmes and trainings within their organisations, range across the private, public and not-for-profit sectors, and from small to large national, and even international, organisations.  The majority of respondents were from the profit sector - 46% from the private sector and 37% from the public sector, with only 17% from the not-for-profit sector.

A survey questionnaire was sent out to a large number of organisations and 135 individuals responded.  The results of these response are summarised and discussed under the following five categories: the nature of mentoring, drivers, what supported & what hindered, the impact on organisations, and overall comments & strategy.

1. The nature of mentoring

The nature of mentoring used can be defined in two ways; whether formal or informal, or by the type of mentoring used.

With respect to formal/informal, the majority of respondents (60%) reported that there mentoring was informal.  The types of informal mentoring ranged from: "ad hoc - when you need it", to "over coffee", to "depends on whether people around you are willing to help".  Some respondents also stated that mentoring went on which was not actually acknowledged as such at the time.

The 40% of formal mentoring which was identified covered a range of processes.  Some was carried out with external mentors, "especially for problems", others with internal mentors ranging from line managers, to performance monitoring and planning, to professionally required supervision, to on the job coaching/training, induction of new staff, to peer/buddy mentoring.  What was identified as common to all formal mentoring was that it involved dedicated time and "arranged" personnel.

The other way of categorising the form of mentoring was by identifying it as one-to-one, peer or group, or programme mentoring.

Sixty three percent of respondents were involved in one-to one mentoring.  A further 20% were involved in peer or group mentoring.  The latter were generally lower qualified staff and involved on the job training/coaching and could be formal or informal.  Of the peer mentoring groups half were informal and half formal.  The informal groups tended to be self forming and self running groups of like minded, "equal" people.  "Sharing over coffee" was also identified as informal peer or group mentoring

2. Drivers

Analysis of the responses to this survey highlight the following six issues which are of concern to organisations and which can be addressed by mentoring:

• Change:  The fast pace of business and the constancy of change means that the ability to learn and adapt is quickly becoming an essential skill.  In these times of "permanent white water", mentoring is seen as an excellent alternative to "desperate paddling".

• Career Progression:  Flatter organisational structures mean that newly promoted individuals often have to make large-step changes in skills, responsibilities and performance because of the broader requirements of their roles.

• Professional & Personal Development:  The need for targeted, individualised, "just in time" learning means that one-size-fits-all training solutions may not be as relevant as they once were.  Individuals are taking more responsibility for their own development.

• Emotional Intelligence:  The need in businesses for every member to be walking the talk in terms of the values and an increasing reliance on the calibre of an individual's emotional intelligence capabilities to ensure a well functioning organisation.

• Staff Satisfaction & Retention:  People enjoy participating in mentoring and the personal growth and development opportunities that mentoring provides contributes to increased employee demand.  Mentoring is seen as a way of increasing staff satisfaction and retention.

• Leadership:  The recognition that leadership is required at every level of the organisation and that you cannot "inform" leaders, you can only "transform" leaders.  Mentoring is a transformational learning process.

Further analysis identifies eight key "drivers" for individuals, identified by respondents, for using mentoring.  These drivers are:

Individual performance issues (80%) - This may range from "enhancement of skills through experience of others" to fixing "perceived performance problems rather than the development of staff and the transfer of knowledge".

It also covers assertiveness coaching for immigrant staff "not used to kiwi bluntness".

To support transition (70%) - Transition is an integral part of work in modern organisation.  It covers new and inexperienced staff, changes in role and changes in organisational structure, markets and strategy.

Thus mentoring is seen as "very valuable for any staff especially to ease the transition into a new position".  "The younger and newer staff value this form of support and development, and management see it as pivotal in ensuring that organisational goals are reached".

Mentoring assists "newcomers who have basic competencies in a new role to develop confidence".

To enhance career progress (57%) - This has some overlap with the previous driver in that support for transition to new roles will also aid in career progress.

"The need to establish clearer career pathways and offer career development opportunities for staff".

Support of work/values driven management (57%) -

"People feel more valued when they are given time to focus on themselves"

"Ensuring consistency of performance related to vision, mission, values throughout the business"

"In ensuring alignment of values, mission and the outcome"

"This is our main strategy for people development.  It provides the opportunity to emphasise our company values and approaches and to provide a supportive team environment."

Leadership development (53%) - This was seen as important both for the individual and the organisation, and mentoring was identified as a very positive way of providing leadership development.  This is reflected in the following observations:

"Senior management has agreed there is a need to develop mentoring skills in the organisation in order to develop current and future leadership potential".

"Developing a next generation of business leaders.  Building depth in leadership capability".

"Building future leadership, enhancing culture, embedding values".

"All managers and team leaders should be assessed against these competencies on a six monthly basis, by their staff.  This should be part of their performance appraisal".

To address personal non-work issues (43%) - This included personal development, family issues and issues with friends.

Attraction & retention (40%) - Mentoring is seen in a very positive light in terms of retaining staff -"Retention issues are a key driver to attract, motivate and retain good staff".

It is also recognised as being useful in attracting as well as retaining staff.  Thus, there is a "need to recruit and retain the best talent and reduce turnover", to "Build loyalty within organisation - Become an employer of choice" and to develop "relationships as a way of retaining key staff and building collegiality".

Mentoring is also perceived to have "increased staff satisfaction, motivation and increased profit".

To address diversity/equality issues (17%) - Mentoring is perceived as providing a forum for addressing cultural and equality issues.

"A great tool for breaking down personality and cultural barriers and after a while it becomes second-nature"

There are some other minor drivers (7%) such as:

• "Just in time learning - as and when needed - needs based as events arise"
• "To underpin a Graduate programme"
• To support "a key leader who went through burnout"
• "Wanting to move from more prescriptive supervision models and practices to more reflective mentoring models that allow people to take responsibility for their own learning.  More empowering for staff"

3.        What supported and what hindered

Analysis of the responses as to what supported and what hindered mentoring identified a number of common themes.

Commitment of the organisation by the senior management and CEO is identified as being vital to the support of successful mentoring, whilst lack of organisational understanding of the concept of mentoring, and mentoring not being an organisational priority, are identified as hindrances.  Likewise, adequate resourcing of the mentoring initiative in terms of time, money and recognition is seen as supporting mentoring, while lack of time, money and heavy workloads are perceived as hindering the process.  "We work on strict deadlines, the priorities are to deliver on time and scheduling time for mentoring can be a challenge" and the "cost of receiving mentoring services" is prohibitive.

A sample of some of the comments made by respondents as to the support provided are:

"It comes from top level at the executive level"

"Commitment to the process from the CEO and by senior management"

"Individual managers championing mentoring programmes, and driving the importance of it."

"Having people in HR who have a passion to get the programmes in place across a wide section of the organisation."

"The organisational cultural environment - acceptance of the value of mentoring."

"The organisation's recognition of the programmes and its message it wants to develop you and progress your career"

The provision and training of skilled mentors is seen as an important support for successful mentoring, and conversely, the lack of skilled mentors is identified as a hindrance.  The following comments were made as to the support provided:

"The backing of the organisation in providing programme and support training for both mentors and mentees"

"Training for skill development for mentees/mentors with a framework or structure to follow, relationship guidelines and follow-up training e.g. the chance to meet with others to discuss mentoring experiences."

"Time allocated and given priority"

"External coaching and funding for further education"

Some of the hindrances included:

"Untrained people jumping on a bandwagon and assuming they can mentor and coach with no formal training or supervision"

"Manager taking on the role but lacking good mentoring skills"

"Not enough trained people"

"Finding effective people (within the organisation) to be in the mentoring role, there is not financial provision for external mentoring"

"Shortage of good mentors with the time and inclination to accept the role and/ or to continue in and develop the role or mentor"

Respondents also identified that ‘voluntary' involvement of participants in the process led to the success of mentoring.  Anecdotal reporting of the benefits of mentoring was seen as aiding the ‘voluntary' commitment of people to the process, and to the inculcation of a mentoring culture in organisations.  Unrealised benefits hindered this.  Thus, "lack of understanding and knowledge of the concept and how it can assist in the workplace" and a "lack of understanding as to what mentoring really is".

4. Impact on organisations

The general consensus of respondents was that it was too early to assess quantitatively the impact of mentoring on organisations.  "Still in infant stage ... but hopefully it will result in retention of staff, improved leadership capability and a leadership development culture across all levels of the organisation".  Where this had been attempted it had not been received well as it was perceived by "supervisors & managers [as] expecting too much straight away".

Where mentoring is happening in a formal way their are some qualitative indicators which point to a positive impact on organisations, such as:

"Places on the formal programmes are keenly contested."

"The focus is clearly on developing leadership.  The mentoring programme being offered to middle managers is being very well supported. 100% attendance rates, unusual for this organisation"

"My staff are always very enthusiastic about the opportunity to have mentoring sessions"

"Gradually it is being acknowledged across the organisation as a requirement in a more formal way"

"Where it is done formally, those involved have given lots of positive feedback.  It is helping to retain both paid staff and volunteers."

There is also much anecdotal evidence reported that suggests that mentoring is having a considerable impact on organisations.

"Given that a great deal of this is informal in our organisation, measuring the impact is difficult; word of mouth indicates it is sought after and valued"

"Although not specifically evaluated anecdotal evidence appears to show that mentoring is highly valued by the participants.  The process appears to build confidence, encourages some to step outside the square, promotes self directed learning and/or career pathways and improves performances"

"There is a strong culture of informal mentoring already in place and it is seen as integral to the functioning of the organisation, particularly as people are working in geographically isolated areas"

"In some cases it has definitely improved performance and in one particular case I have seen a positive change in self-confidence, ability to communicate better and to lead team members more effectively"

"Impact on ability to grow revenue enhanced job satisfaction.  Ensures success and therefore increased value to the company and the person"

"Helps new and junior staff develop and become supervisors.  New staff who request mentoring feedback that they have benefited greatly from this confidence in the new work environment"

"Staff feel more respected.  Helps workers to have more ownership of what direction they are taking their role"

"Brings about more reflective and creative practice.  Improves methodologies and best practices"

"Develops more lateral thinking, shares perspectives, illuminates blind spots shifting entrenched behaviour, builds positive networks, reduces stress, builds capacity to take risks, supports new approaches, builds awareness of self and others, reinforces training, allows skills to be tested and reinforced"

"Feedback tells us that we are trusted; that anyone can talk about their own dreams even if that takes them away from the company more quickly.  People also know that they can bring up really difficult issues and they will be handled all the way where necessary"

5.        Overall comments & strategy

Generally speaking, mentoring has been found to be beneficial.  Comments have ranged from "I consider mentoring really important" to "Mentoring is fantastic" to "I have a firm belief that mentoring is extremely valuable and needs to be promoted and supported at a much greater level than is current" to a few with concerns such as "I think the organisation sees it as a cheap way to offer support to people. It worries me that it is a cop-out as not all difficult situations can be helped through mentoring"

 and "We still have a long way to go."

Mentoring has been identified as particularly important for a variety of reasons.  Some of these are quoted:

"It is necessary for the development of our staff.  A brilliant, necessary and worthwhile resource"

"Having been involved in the workforce for over 25 years, and seeing the difference mentoring has on staff, is fantastic.  I have also had the opportunity in this time to be able to see the positive difference/changes that ... even spasmodic mentoring can have on individuals and the team/organisation as a whole."

"If the organisation embraced mentoring/coaching from a selfless position, then I feel the calibre of [the] organisations EQ would increase.  Our Customers would then reap the benefits, as the mentoring/coaching could then be extended to their core business outcomes.  Our organisation would increase profit and reduce costs. for example the cost of replacing dissatisfied staff.  Everyone wins."

"I can see huge benefits for the organisation and as an individual who is working with an external mentor is has brought a whole different perspective for me (a positive one) so I would like to see the existing programmes cemented in the business and developed further to meet future needs."

"I think if we did have mentoring in our organisation, we would all work more effectively and efficiently and our knowledge base would increase a lot faster. We would also feel more encouraged and valued as people, not just workers."

"I believe we MUST do more but with little money this is competing with other requirements"

"A formal mentoring programme which includes new and experienced staff would provide a valuable support mechanism for people who give plenty to others (because of the nature of their work) but seldom have time just for themselves"

Conclusion

From this survey it can be seen that most of the respondents found mentoring to be beneficial to both the individual and the organisation.  Commitment of senior management in terms of support and allocation of time and money were identified as vital components for the success of mentoring.  If this was forthcoming then it was generally perceived that there were benefits to the organisation in terms of commitment, satisfaction and retention, acceptance and promotion of the organisations values and ethos, and consequently improvements to the bottom line.

Mentoring is effective and has positive outcomes, but it needs commitment of time and money by way of training and allocation of adequate time.

Over the last seven years, NZMC has been one of the prime movers instigating mentoring to individuals and organisations.  This has been carried out using a variety of means from public workshops to specially tailored seminars, workshops and individual training within organisations.  They provide training for both mentors and mentees.