PINs Workshop: Taking your

mentoring to the next level

January 24, 2015

Thorncliffe Neighborhood Office

PINs: Goals and objectives

Goal: To collaborate with professional immigrant

associations to increase their capacity to connect

their skilled immigrant members to employment.

We do this by:

• Raise awareness of the associations to skilled

immigrants and to employers

• Foster collaboration between the

associations and key partners – employers,

professional associations, service providers,

government, and other relevant stakeholders.

• Develop leaders of professional immigrant

associations by providing learning opportunities

and refer them as experts on immigrant

employment at consultations and in the media.

The impact of PINs

Before PINs: scattered immigrant

associations and groups

With PINs: new connections and

collaboration, with a coordinated approach

to capacity building and stakeholder

engagement

22

• 54 associations represented by 259 PINs leaders serving over 30,000

members

• 70 partners representing community organizations, employment agencies,

employers and other stakeholders interested in supporting the work of our

PINs associations

Who’s in the room?

PIN Associations

• Association of Filipino Canadian

Accountants

• Association of Professionals in

Thorncliffe (APT)

• Association of Romanian

Engineers in Canada (AREC)

• Career Networking Club

• Council of Filipino Canadian

Professionals of Ontario (CFCPO)

• Hispanotech Canada

• Join The Leaders (JTL)

• MANYATTA

• M-Bridge Society and Culture

Integration

• Nepalese Canadian Community

Services (NCCS)

• New Canadian’s Media

Professionals (NCMP)

• PINS@YorkU

PIN Partners

• Thorncliffe Neighbourhood

Office (TNO)

Workshop Objectives

1. The building blocks and process to start up a

mentoring program.

2. The various models of mentoring.

3. Best practices and lessons learned from different

mentoring programs.

4. How mentoring can be helpful in connecting your

members to employment?

Agenda9:00 am Registration & networking

9:20 am Welcome remarks

9:30 am Mentoring basics The Mentoring Partnership

Building blocks for a successful program

Lessons learned

12:00 pm Lunch break and networking

1:00 pm Mentoring best practices Different mentoring models (one-on-one vs. group

mentoring)

Lessons learned

Tools and resources to help your mentoring program

2:00 pm Roundtable discussions and best practice sharing

3:00 pm Roundtable discussion debrief

3:15 pm Announcements and final remarks

3:30 pm Close

Follow us on our Twitter Account

and tweet about today!

@TRIEC

Welcome to our venue host:

Hafiz Khan

Thorncliffe Neighborhood Office (TNO)

Welcome to our facilitator:

Monica Anne BrennanSenior Manager, The Mentoring

Partnership, TRIEC

Introduction to

The Mentoring Partnership

Presentation to:

PINS Workshop January 2015

Agenda

1. Welcome and Introductions

2. The Mentoring Partnership - Background

3. Mentoring Building Blocks

4. Lessons Learned

5. Q&A

Introductions

1. Name

2. Organisation

3. What is your experience with mentoring (…have you

ever had a Mentor? Been a mentee? Coordinate a

program? Etc.)

What is mentoring?

• A goal

• A guide

• A journey

Mentee and mentor grow together

14

The Mentoring Partnership uses a simple,

but powerful idea:

To help job-ready skilled immigrants build their

professional networks in Canada and better leverage

their experience and skills in the local labour market.

The Mentoring Partnership

Launched by TRIEC in November 2004.

Skilled

Newcomer

Professionals

Canadian

Professionals

Mentors Mentees

Occupation-specific

mentoring relationships

Reconnect Mentee

with their career

• 10,000 + mentoring matches to date over 1,250 / year

• 6,500 + mentors have joined and over 700 /year

• 25+ active employer partners

• 14 active service delivery partners

• 70% mentees are employed in their field at 6 months

• 97% of mentors were satisfied with their mentoring experience.

Program Milestones

TMP Video

Mentoring Made a Difference…

http://www.thementoringpartnership.com/newsevents/video-gallery/

Mentors and Mentees

Mentoring is a simple idea

that helps immigrants:

20

• Build their professional networks

• Improve their job search strategies

• Enhance their understanding of how their

profession is practiced in Canada

• Familiarize them with Canadian workplace culture

Mentee’s goal: Reconnect with their career

What is success?

Workplace Culture and understanding Canadian context of the

occupation

Information sharing on occupation and industry

Networking and developing professional connections

21

• Occupation specific partnerships help to

reconnect skilled immigrant mentees to their

career;

• Partnership is 24 hours over four months

(1.5 hours/week);

• Decide on focus, pace, meeting locations and

times;

• Meet face-to-face, online or via telephone

• Identify goals and draft action plan together;

• A mentee only gets one mentoring opportunity

• Each Mentor-Mentee pair is supported by a

dedicated mentoring coach, training and

resources to manage an effective relationship;

• Partnerships focus on WIN areas.

How Does it Work?

22

23

Mentor Profile

• Willing to commit 24 hours over

4 months to mentor

• An established Canadian

professional with a minimum of

3 years work experience

• Knowledge about the profession

and industry e.g. labor market

demands, industry trends and

required competencies and

skills

Typical Mentoring Activities

• Mock interviews

• Cover letter and resume reviews

• Connect to informational

interviews

• Attend industry or professional

events together

• Share soft skills knowledge

Mentee Profile

• Newcomer to Canada (less than

3 years) or in academic or

bridge program in their field;

• Internationally trained but lacks

Canadian work experience and

professional networks’

• Currently unemployed or

underemployed;

• Is otherwise job-ready.

Job-Ready

• Credentials assessed and

recognized

• High functionality in English

• Job-ready resume

• Minimum 3 years of

professional work experience

(mentees typically have 8-10

years of experience)

• Eligible to work in Canada

Mentee Suitability Criteria

Applicants must be skilled immigrants who are job-ready with current skills

and experience. They must also meet the following criteria:

• Legally entitled to work in Canada;

• Lived in Canada for less than three years and have limited or no Canadian work experience in their profession OR has re-engaged with their profession through academic training or bridging program within the past 2 years;

• Currently unemployed or underemployed i.e. not working in their field of expertise;

• Have English language skills to perform effectively in the workplace in their field (i.e. average CLB 7-8+);

• Have professional qualifications: a Bachelor’s Degree or equivalent post-secondary education and at least 3 years of international work experience in their profession;

• Be actively seeking work in their field.

Mentoring Readiness Criteria

Mentoring is an intervention intended for job seekers who are job

ready. To be ready for mentoring, an applicant must have:

• Employment skills;

• Job search skills;

• Supports;

• Appropriate attitude.

Ensuring an accurate assessment is important to avoid frustration

and wasted efforts for the mentee, mentor, and mentoring coach.

Composition of Mentee Pool

28

Finance, Accounting, Banking & Insurance 29%

Business & Administrative 18%

IT – Software, Analysts, Web Development 14%

Business Development, Retail, Sales, Marketing & PR 11%

Engineering & Technical 9 %

Education 3%

Policy/Program Officers/Public Administration/Research 3%

Health 3%

Legal & Protective Services 3%

Other - Trades, Transport and Equipment Operators and Related Occupations,

Processing, Manufacturing and Utilities; Architects/Urban Planners/Surveyors

Art/Culture/Recreation/Sports 3%

Physical & Life Sciences 2%

Social Work & Community Services 2%

Snapshot : Jan 5th 2015Occupations of mentors/mentees waiting

Mentors (+5 waiting)

(Mentees Needed)

#

Waiting

Mentees (+ 5 waiting)

(Mentors Needed)

#

Waiting

[A303] Other Business Services Managers 36 [C021] Biologists & Related Scientists 13

[B022] Professional Occupations in Business

Service to Management

25 [C033] Electrical & Electronics Engineers 8

[E012] Lawyers & Quebec Notaries 20 [C012] Chemists 8

[C071] Information Systems and Computer

Analysts and Consultants

17 [C051] Architects 8

[A111] Financial Managers 16 [D313] Other Assisting Occupations in Support of

Health Services

7

[A131] Sales, Marketing and Advertising Managers 16 [A373] Transportation Managers 6

[A302] Banking, Credit and Other Investment

Managers

14 [E111] University Professors 6

[A122] Computer and Information Systems

Managers

12 [B531] Accounting and Related Clerks 5

[B021] Specialists in Human Resources 12 [C141] Electrical and Electronics Engineering

Technologists and Technicians

5

[B012] Financial and Investment Analysts 9 [E031] Natural & Applied Science Policy

Researchers, Consultants & Program Officers

5

[E213] Employment Counselors 8

[A114] Other Administrative Services Managers 7

[E212] Community & Social Service Workers 7

[E022] Social Workers 5

[F024] Professional Occupations in Public

Relations and Communications

5

Why Mentoring?

Behind the numbers:

• 1489 mentees reported to have

obtained employment this year

• Many mentees were hired by our

employer partners

Mentoring: Impact

*Reports Nov 1, 2013 – October 31, 2014

Outcomes 2014 At 12 months

After Mentoring

Employed in their occupation or related field 76%+

Key Findings

• Unemployment decreased from 73% to 19% Nationally, 7% Toronto.

• Average full-time earnings increased from $36,905 to $59,944

• The percentage of those working in their field increased from 27% to

71%.

Additional benefits:

• Successful mentees find employment faster than the average newcomer.

Most mentees find work in their field.

• Starting salaries (and future salary trajectory) are likely higher than

those working outside their field of expertise and experience.

• Most mentees find permanent work. They likely receive employee

benefits, increasing their effective earnings.

ALLIES National Survey

Copyright @2012 Accenture. All rights reserved. 32

Benefits of mentoring:

a mentees’ perspective

33

http://www.thementoringpartnership.com/video-gallery/erich-shih-mentee/

Mentees indicated improvement in their knowledge/skills• 93% better understand the Canadian work environment.

• 91% are better prepared for employment in their profession.

• 90% have a better understanding of the interviewing and recruitment process

used by companies in their field.

• 90% feel their resume better reflects skills and qualifications

• 89% can talk better about their skills and qualifications with confidence.

• 86% better able to network effectively

Survey Results: Mentees

Mentees indicated improvement in their knowledge/skills that would

lead to:

• Improved employment outcomes

• Increased integration into the Canadian workforce

34Surveys of Mentees who complete partnerships

from Nov. 1 2013- Oct. 31 2014

Survey Results: Mentors

Mentors indicated their experience would lead to:

• Increased hiring and retention of skilled immigrants in the workforce

• Increased leadership and coaching skills development

Mentors indicated improvement in their knowledge/skills

• 97% better able to appreciate the talent and experience that skilled immigrants bring to

the workplace

• 96% can better assist immigrant professionals in adapting to the workplace

• 96% understanding the challenges and barriers that skilled immigrants face in the

labour market

• 95% increased understanding of some of the differences in workplace norms and

expectations among different cultures

• 94% better able to motivate, coach and develop people

89 % more likely to interview and/or hire IEPs

Surveys of Mentors who complete partnerships

from Nov. 1 2013- Oct. 31 2014

35

High Rate of Satisfaction 2014

• 94% of mentees were satisfied with their mentoring experience

• 98% of mentors were satisfied with their mentoring experience

Supporting Mentoring

• Orientation Session: An onsite information

session & Introduction for mentee and mentor:

–Roles and Program Information

–Sharing of mentor support resources and tools

–Interactive case discussions covering few mentoring

situations.

• Mentoring Coach: Support starts from Matching

and continues through the relationship until 12 months

after completion of the match.

Online Resources:

• Mentoring Handbook

http://thementoringpartnership.com/handbook

• New Mentoring Dashboard – An online platform with resources, links, tips and tools to support you and your

mentor.

Mentoring Support

38

New dashboard – Launched March 2013

Since its launch 1300+ mentors

have participated in PD events:

• Networking

• Workshops

• Webinars

• On-line courses

Mentors can claim PD credits

from HRPA and CPA.

TMP Professional

Development Series for Mentors

PD Credit Recognition - CPAPD Activity Hours that can be

AwardedMentors that complete the 24 hour mentoring partnership 5

Participation in Orientation session 1

Participation in a Mentor Networking Event 1

Webinar - Your Mentee and the Job Market – Making the

Connection

1

Workshop 1: Becoming the Mentor you Want to Be – Effective

Mentoring and Cross-cultural Competencies

2

Workshop 2: Solution-Focused Coaching Workshop 2

E-learning modules * to be developed 1 per hour

PD Credit Recognition - HRPA

PD Activity Points That Can Be Awarded

Mentors within a mentoring partnership 36 points based on a 24 hour

relationship.

Your Mentee and the Job Market – Making the

Connection Webinar

1.5 credits

Becoming the Mentor you Want to Be – Effective

Mentoring and Cross-cultural Competencies

Workshop

3 credits

Solution-Focused Coaching Workshop 3 credits

E-learning modules (to be developed) 1 hour = 1 credit

Program Structure

Mentors Mentees

Program

Coordination

44

Partner RolesThe Mentoring

Partnership

Service Delivery Partners

deliver the program by

matching mentors with skilled

immigrants and supporting the

mentoring relationship over

four months.

The Mentoring Partnership team at

TRIEC

manages the coordination of the

program and supports the efforts of

community and corporate partners

to develop effective mentoring

relationships.

Corporate Partners

promote the mentoring

opportunity internally to staff

and identify suitable, qualified

mentors.

Coaches Mentees Individual Mentorsare recruited by service

delivery partners.

Corporate Mentors

are recruited by corporate

partners

TRIEC’s Role – TMP Staff

The Mentoring Partnership operates as a program of TRIEC

The TMP team has primary responsibility for:

• recruiting employer partners and managing employer partner relationships;

• providing co-branded marketing material;

• coordinating and delivering information and orientations sessions at

employer partner sites;

• developing mentor support resources and professional development

opportunities;

• managing the MentorMatch IT System and training partners on its use

• ensuring program quality and continuous improvement;

• providing aggregate reporting on program outcomes;

• convening partners.

Service Delivery Partners

Service Delivery Partner

Service Delivery Partners

• Organizations that provide employment services to skilled immigrants

• Obliged to adhere to and implement service delivery quality standards

Service Delivery Managers/Coordinators

• Responsible for the delivery of The Mentoring Partnership within their organizations.

• Participate in TMP Managers Committees – Quarterly.

Coaches

• Are staff designated by service delivery partners they are key contact for the program to

clients and coach both mentees and mentors during their matches.

• They enter all the data into the IT system which enables us to support, track and analyse

the program impact.

1. Recruitment

registration

and screening

of mentees

and mentors

2. Matching

3. Orientation

4. coaching

and tracking

5. Partnership

closure

6. Outcome

tracking

TMP Service Delivery Cycle

TMP IT System – Mentor Match

The delivery of the program is supported by a centralized, web-based IT

system. The TMP IT system is an on-line system used to facilitate and integrate key

processes to increase speed and accuracy of performance.

The main functions of the system are :

• Manages task workflow, saves administrative time;

• Manages mentor-mentee matching, tracking, outcome follow up and reporting;

• Ensures consistency of matching based on occupation/sector;

• One-step process registration and profiles creation for mentor and mentee;

• Mentor and mentee access the system to update information in their profiles;

• Coaches have a shared calendar and folders with program resources.

Agency Partner QA Framework

- Operations And IT Manual – For training & Ensure clarity of all guidelines and content:

• Describes all of the core delivery processes and protocols of program

• Includes all program communication materials for co-branding.

- Partnership Agreement –signed Memorandum of Understanding:

• Between delivery agency partners and TRIEC;

• Establishes the framework for joint and coordinated delivery of service;

• Describes the roles and responsibilities of the partners

• Targets monitored on 2x yearly with each agency.

- Quality Assurance Framework:

• Outlines the principles of quality for TMP and the quality elements, processes, tools and standards for the partnership

• Monitored with each partner agency 2x yearly QA Site meeting and QA checklist

- Program Evaluation Framework:

• Framework Redevelopment 2012

• Mentee and Mentor On-line Survey.

• Data Rolled Up, Shared with partners 2x yearly and monitored QA process

IEI Advisory Committee:

• Multi-stakeholder representative body providing program strategic

direction.

TMP Managers Committee:

• Addresses operational issues such as quality assurance, staffing,

and capacity building.

Service Delivery Partners Senior Management Committee:

• Deals with policy issues, strategic direction, partnership

management and other strategic issues.

TRIEC TMP Co-ordination

Active Employer Partners

Employer Partners Roles

Support the program by:

• identifying an executive sponsor/champion;

• identifying a mentoring coordinator;

• participating in a planning discussion at the start of the mentoring cycle

and review meetings;

• engaging and recruiting mentors within their organizations through at

least one mentoring cycle per year;

• hosting on-site information and orientation sessions for their mentors

• generating recommendations for program improvement.

Employer Partner Framework

The main objectives of this framework are

to:

• Clarify responsibilities of TMP and

the employer partner;

• Ensure consistency of participation

• Establish and maintain basic program

delivery guidelines;

• Ensure continuity: TMP participation

is embedded in our partners work plans

and formally placed with appropriate

staff.

Mentoring Schedule

Registration Matching Orientation Mentoring

Follow Up

Recognition

Coach

follows up with

Mentee for

12 months

following the

match

Close

Evaluation &

Follow-Up

16 weeks

Check-in with

Mentoring Coach

monthly

Access to on-line

mentoring resources

and Mentor

Professional

Development Program

Orientation of

Mentor & Mentee

Before the Start of

Mentoring

Occupation

Specific

Matching

Mentor Match IT

System

Matches reviewed

by Coach, mentor

and mentee

Mentees

Register & Screened

by Service Delivery

Partner

Mentors

Register Online

or with

Employer

Application Reviewed

and Reference Check

Mentors

Register / Contacts

Mentors - To Register as a mentor go to online registration form

http://www.thementoringpartnership.com/registermentor

Or for more information to join as an employer partner contact:

Monica BrennanI The Mentoring Partnership TRIEC, Senior Manager

T: 416- 944.1946 x 263

Email: mbrennan@triec.ca

Mentees - To Register as a mentee find out which partner is nearest you at

http://www.thementoringpartnership.com/partners/service-delivery-partners

Or for more information contact:

Meena Sankaran I The Mentoring Partnership TRIEC, Program Delivery Coordinator

T: 416- 944.1946 x 269

Email: msankaran@triec.ca

Our Funders

Founding Partner

Q & A

Contact:Monica Brennan, Senior Manager, The Mentoring Partnership

Email: mbrennan@triec.ca

www.thementoringpartnership.com

Thank You

Building Block Questions

Who, What and Why:

- What is the goal of the mentoring relationship?

- Why is mentoring the solution?

- Who are your mentees? Where will you find them?

- Who are your mentors? Where will you find them?

- What type of mentoring is the best solution?

How:

- How will you structure your program?

- How will you match your mentors and mentees?

- How will support the partnerships to be successful?

- How will you know if the relationships are going well?

- How will your resolve any problems or concerns of mentors and mentees?

- How will you know your program is achieving its goal?

- How will you record the programs stories and success?

- How will you keep mentors involved?

- How will you involve your partners?

- How will you grow and enable your program?

Building Block Questions

Building Blocks

1. Criteria and Preparation– Eligibility & suitability.

2. Recruitment Mentors and Mentees – Partnerships.

3. Orientation – Successful start, clarity of goals & agreements.

4. Matching - Getting the match right & balancing the pool.

5. Support – Touch point, coaching, materials, training.

6. Data and Evaluation - Profile, Impact and Feedback.

7. Program Delivery – Training, Quality Assurance and PD.

8. Relationship Recognition – Mentors and Partners.

9. Enable – Staffing, Marketing & Technology.

Building Blocks

1. Criteria and Preparation– Eligibility & suitability

Who is target group and why?

When are they ‘mentoring ready’?

How and who decides it they are ready?

If not mentoring ready – how do you prepare them or refer them?

Mentee Suitability Criteria

Applicants must be skilled immigrants who are job-ready with current skills

and experience.

They must also meet the following criteria:

• Legally entitled to work in Canada;

• Lived in Canada for less than three years and have limited or no Canadian work experience in their profession OR has re-engaged with their profession through academic training or bridging program within the past 2 years;

• Currently unemployed or underemployed i.e. not working in their field of expertise;

• Have English language skills to perform effectively in the workplace in their field (i.e. average CLB 7-8+);

• Have professional qualifications: a Bachelor’s Degree or equivalent post-secondary education and at least 3 years of international work experience in their profession;

• Be actively seeking work in their field.

Mentoring Readiness Criteria

Mentoring is an intervention intended for job seekers who are job

ready. To be ready for mentoring, an applicant must have:

• Employment skills;

• Job search skills;

• Supports;

• Appropriate attitude.

Prepare a mentee to succeed in their mentoring relationship.

Mentor Suitability Criteria

• To be eligible, mentors must:

• have at least three years work experience in Canada in the field

in which they will mentor;

• have an established network of professional contacts;

• have current knowledge about the profession and industry e.g.

labor market demands, industry trends and required

competencies and skills; and

• be available to mentor for 24 hours over 4 months.

Une idée de MaytreeEn partenariat avec La fondation de la famille J.W . McConnell

Impact: Assessing Mentee Suitability

• Mentees fully understand and benefit from his/her mentoring relationship and gets the support at the appropriate time.

• Allows the mentor to be effective in supporting the mentee

• Mentors benefit from their mentoring relationship and become repeat mentors

• Increased number of employers participate in mentoring programs

• Successfully completes the mentoring relationship

Building Blocks

Recruitment Mentees

– How many mentees can you support?

– If more people want to join can they? When can they join and do

you have mentors to match them.

– Will you reach out for more? Where will you find them? What

messages will you use?

– Partnerships – to register, screen and prepare mentees.

– Recruit mentees and then mentors – what is the best order?

Building Blocks

Recruitment Mentors– Partnerships.

– How many mentors do you need?

– Where will you find them?

– What messages will you use?

– Reference Check?

– If more people want to join can they? When ?

Recruitment and Screening of Mentors

TRIEC recruits corporate mentors internally through organized info sessions, or individuals apply directly through the TMP website.

• Employer partner mentors are screened by the partner before they register to become mentors.

• Individual mentors who register via the TMP website are not prescreened. The coach must do a reference check before accepting their first partnership with an individual mentor, unless otherwise instructed by TRIEC.

Service delivery partners recruit individual mentors. This involves steps:

• Providing information on the program to potential mentors;

• Screening Interview to ensure that applicants meet program suitability

• Reference checks for individual mentors must be done prior to the mentor’s registration.

Employers- Mentor Recruitment

• Gain quicker access to many prospective and quality mentors at

once

• Saves time as the reference check is not required

• Easier to arrange group training and orientation for mentors

• Hidden job market will become accessible

• Employers become a champion in promoting skilled immigrant

talent

Building Blocks

Orientation – Successful start, clarity of goals & agreements.

Purpose of orientation:

• Formally establishes the mentoring match; sets expectations and tone

• Creates a shared understanding and approach towards boundaries

• Provides information on key mentoring activities, supports and resources

• Confidentiality and Partnership Agreements are signed.

• Mentors and mentees are introduced in supportive environment.

3:00 – 3:15

15 minutes

Unit 1: Welcome and Introductions

Introduction – by Employer Champion

Introduction –The Mentoring Partnership Facilitator

Mentor Introductions

Review of session objectives and agenda

3:15 – 3:25

10 minutes

Unit 2: Purpose of the Partnership

About the Mentoring Partnership

Benefits for mentees and mentors in the program

Overview of the mentor and mentee commitment

3:25 – 3:30

5 minutes

Unit 3: Outlining Roles

Overview of roles: Outline of the relationships between mentor, mentee and coach

3:30 – 3:35

5 minutes

Unit 4: Barriers for Immigrants

Audience participates in naming barriers for immigrants and gauges knowledge using quiz

3:35 – 3:45

10 minutes

Unit 5: Mentoring Supports and Resources

Overview of the WIN model, mentoring roadmap (stages of the relationship) and supports available

to the mentor and mentee

3:45 – 4:00

15 minutes

Unit 6: Boundaries and Risks

In small groups, mentors discuss scenarios about issues that may arise during the partnership.

Groups present their findings and possible solutions to the larger group

Courageous conversations

4:00 – 4:15

15 minutes

Unit 7: Agreements and Evaluations

Overview of Orientation Evaluation, and Confidentiality, Code of Conduct and Partnership

Agreements

4:15 – 4:45

30 minutes

Unit 8: Meet Your Mentor/Mentee

Mentors meet their mentee and exchange contact information

Building Blocks

Matching - Getting the match right & balancing the pool.

– “Recommended Match” – one or more, who views and decides,

how long does it take to review it.

– Accepting or Rejecting the match – mentee and mentor

• Check list

Partnership Checklist

Before confirming your Mentee's recommended match, please make sure that you checked the

following:

• Availability: Mentee is available and continues to be committed to participating in the

program

• Location: Location is not a barrier. Mentee is able to meet at mentor's preferred location or

mentee/mentor have agreed on a suitable alternate meeting place.

• Professional compatibility: Confirm professional backgrounds are compatible.

• Mentor interview: Mentor interview has been completed

• Reference check: Mentor reference checks completed (unless recruited by a corporate

partnership through TRIEC)

• Mentor accepts match: Mentor has seen Mentee's resume and accepted match

• By confirming the recommended match, you confirm that you have completed all of the above

items.

What is the wait time to

be matched?

• Primary factor: Availability of mentees in your occupation in the pool at

the time of registration – 300+ mentees currently in the pool.

• Wait times: Typically 4 to 8 weeks is an indicative time to be matched

(may be longer for unique roles or occupations)

• Longer wait times some occupational areas where we have more

mentors

• We orient you to the program even if you are unmatched and then

when a mentee registered in your field a coach will contact you to see if

you are still available to participate.

76

Matching Pool – Key Occupations

77

Finance, Accounting, Banking & Insurance 29%

Business & Administrative 18%

IT – Software, Analysts, Web Dev 14%

Business Development, Retail, Sales, Marketing & PR 11%

Engineering & Technical 9 %

Education 3%

Policy/Program Officers/Public Administration/Research 3%

Health 3%

Legal & Protective Services 3%

Other - Trades, Transport and Equipment Operators and Related Occupations,

Processing, Manufacturing and Utilities; Architects/Urban Planners/Surveyors

Art/Culture/Recreation/Sports 3%

Physical & Life Sciences 2%

Social Work & Community Services 2%

Snapshot : Jan 5th 2015Occupations of mentors/mentees waiting

Mentors (+5 waiting)

(Mentees Needed)

#

Waiting

Mentees (+ 5 waiting)

(Mentors Needed)

#

Waiting

[A303] Other Business Services Managers 36 [C021] Biologists & Related Scientists 13

[B022] Professional Occupations in Business

Service to Management

25 [C033] Electrical & Electronics Engineers 8

[E012] Lawyers & Quebec Notaries 20 [C012] Chemists 8

[C071] Information Systems and Computer

Analysts and Consultants

17 [C051] Architects 8

[A111] Financial Managers 16 [D313] Other Assisting Occupations in Support of

Health Services

7

[A131] Sales, Marketing and Advertising Managers 16 [A373] Transportation Managers 6

[A302] Banking, Credit and Other Investment

Managers

14 [E111] University Professors 6

[A122] Computer and Information Systems

Managers

12 [B531] Accounting and Related Clerks 5

[B021] Specialists in Human Resources 12 [C141] Electrical and Electronics Engineering

Technologists and Technicians

5

[B012] Financial and Investment Analysts 9 [E031] Natural & Applied Science Policy

Researchers, Consultants & Program Officers

5

[E213] Employment Counselors 8

[A114] Other Administrative Services Managers 7

[E212] Community & Social Service Workers 7

[E022] Social Workers 5

[F024] Professional Occupations in Public

Relations and Communications

5

Mentor Outreach ScheduleOccupations November December

BDC Onboarding Meeting-

November 5th

City Of Toronto Public Sector - Engineers, Urban Land Planners,

Architects, Social and Community Services,

Services, Purchasing and Procurement,

Administration, etc.

COT Mentee/Mentor

Recognition Event

Nov. 17th

CMHA CMHA Conference –

December 12th

Deloitte Accountants, Auditors, Financial, IT roles. Orientation Session

- Dec 10th

Government of

Canada and CIC

Public Sector – Finance, Procurement, IT, May

include biologists/chemists (TBC)

Information Session

Date TBC

Orientation

Date TBC

KPMG Finance, Consultancy, IT Review/Planning Meeting –

Nov. 14th

TD Bank Banking, Retail, Financial Customer Service,

Analysts, IT, Admin

Orientation Session

November 26th

TELUS Telecommunications Orientation Session –

December 4th

Toronto Public

Library

Admin, Finance, HR Orientation Session- Nov 18th

University of Toronto Admin, Academic Teachers, HR Review & Planning Meeting –

November 28th

TMP Program Snapshot

Nov 03, 2014

Data as of Nov. 3, 2014

Partnerships Started in Each Month

Year &

Month

A M J J A S O N D J F M Total Target % to

year

2013 -

2014114 128 91 101 87 110 103 117 72 112 106 158 1035 1300 80%

2014 -

201595 115 109 96 83 128 126 752 1400 54%

Partnerships started

(Activated from Oct 1 – Oct 31)

126

In a recommended match (pending confirmation) (on Nov 3) 135

Recommended matches confirmed (pending orientation or start of

partnership) (on Nov 3)

42

Waiting for a recommended match

(on Oct. 31)

Mentors - 161

Mentees – 303

Building Blocks

Supporting

– Touch point –clairification, practical challenges, etc

– Coaching – support throughout the relationship

– Materials – handbook, resources, tips, milestones.

– Training – increasing your mentors skills set.

82

• The Mentoring Coach continues to stay in touch – checks in every four weeks.

• Email Tips from The Mentoring Partnership Dashboard monthly.

• In person and recurring meetings work well to sustain the energy of the relationship.

• Mentoring hours and PD program recognised by HRPA and CPA for Credits

• At the end you can request a certificate from your coach and give us your feedback

on the program.

Registration Matching Orientation Mentoring

Close

Evaluation &

Follow-Up

Mentoring and Follow Up

• Mentoring Coach: Support starts from

Matching and continues through the relationship

until 12 months after completion of the match.

Online Resources:

• Mentoring Handbook

http://thementoringpartnership.com/handbo

ok

• New Mentoring Dashboard – An online

platform with resources, links, tips and tools to

support you and your mentor.

Mentoring Support

83

Mentoring Support

84To Log Into My Mentoring Dashboard

http://thementoringpartnership.com/dashboard

Mentor Professional

Development Series

Including:

Networking Events

Workshops

Webinars

Online Modules

Recognised for PD credit

by HRPA & CGA

1300+ mentors have participated since its launch.

Coaching Support

The coach supports the mentoring relationship by:

• Clarifying the communications protocols between mentors/mentees

• Providing guidance, answering questions

• Providing information and referrals to other resources/programs

• Problem-solving when expectations are not being met, facilitating

communication or addressing boundary issues arising, etc.

• Receiving feedback regarding relationship, program etc.

Coaching Check-Ins

Coaches check in with both mentor and mentee on a monthly basis, either by

telephone and/or e-mail to ensure that:

• Mentor and mentee have connected;

• Learning goals have been developed;

• Relationship is on track with schedule of weekly meetings and making progress

towards their goals;

• Coaching support is provided as needed; problems or issues are identified and

proactively addressed.

Coaches must enter result notes from each check in the IT System including

information on frequency of meetings and assessment of progression towards goals.

Partnership Closure

There are several steps to closing a partnership. Appropriate follow up is key to the

program. The following steps are required:

Step 1: Evaluation

• Post- program evaluation surveys are administered to mentees automatically through MentorMatch. You should remind your mentee at close of partnership to complete the survey.

Step 2: Thank you letter

• At the end of the four month partnership, coaches send a formal letter to the mentor (found in shared resources folder)

Step 3: Certificate

• At completion of partnership, coaches provide mentees and mentors with a recognition certificate (found in shared resources folder) this should be signed by Agency’s Mentoring Mangers or Director.

Step 4: Tracking success stories

• Coaches/managers track mentoring success stories and share these with the TMP and communications team at TRIEC for potential promotional opportunities.

Building Blocks

Data and Evaluation

• Profile Data – who you are serving and comparison for impact/outcome

• Outcome Data – how do you measure your outcome goal

• Impact and QA Data – feedback survey – satisfaction, growth, QA implementation

• Demonstrates the value mentoring brings to participating immigrants, employers, partners and the community

• Monitors the quality of the program and identifies opportunities for growth and improvement

• Retains and increases the level of employers’participation

• Assists in finding new funding to continue or expand the program

• Helps build a business case for scaling-up mentoring

Evaluation Partners

Involve partners at the start and embed evaluation into all of the program

elements :

•Ensures we are measuring what they need measured.

•This ensures increased uptake – all partners see the value in promoting

uptake of program evaluation tools and therefore data set stronger.

•It builds common understanding between partners on the program outcomes

– and what is valuable to each partner about the program

•Embeds evaluation collection into the program processes

•Embeds analysis of data into the partnership processes – and ensures that

sense making of data has depth

•Builds review of evaluation into program processes – thus increasing

relevance of data to program learning and future program development

Une idée de MaytreeEn partenariat avec La fondation de la famille J.W . McConnell

Quality Assurance Tip 6:Document & Tell the Story

• Document how the program impacted immigrants, mentors, employers and community partners

• Invite immigrants, mentors, employers and community partners to tell their success

• Develop videos and blogs that tells the story

• Develop partnerships with local media to promote the success of your program

Building Blocks

Program Delivery –

Training Staff/Volunteers – PD Coaching, Updates Program, etc

Quality Assurance - Frameworks – Clarity and Measures

- Delivery

- Partners

Agency Partner QA Framework

- Operations And IT Manual – For training & Ensure clarity of all guidelines and content:

• Describes all of the core delivery processes and protocols of program

• Includes all program communication materials for co-branding.

- Partnership Agreement –signed Memorandum of Understanding:

• Between delivery agency partners and TRIEC;

• Establishes the framework for joint and coordinated delivery of service;

• Describes the roles and responsibilities of the partners

• Targets monitored on 2x yearly with each agency.

- Quality Assurance Framework:

• Outlines the principles of quality for TMP and the quality elements, processes, tools and standards for the partnership

• Monitored with each partner agency 2x yearly QA Site meeting and QA checklist

- Program Evaluation Framework:

• Framework Redevelopment 2012

• Mentee and Mentor On-line Survey.

• Data Rolled Up, Shared with partners 2x yearly and monitored QA process

Quality Assurance Framework

Program Element

a) Service Delivery Partner –

TRIEC Coordination

f) IT System Admin & Task Management

b) Coordinated Training & Professional

Development for Program Delivery Staff

g) Matching

c) Establishment & Management of CP

Relationships

h) Mentor/Mentee Orientations

d) Recruitment and Screening of Mentees i) Coaching Support to Matches

e) Recruitment and Screening of Mentors j) Tracking of Matches

k) Communications: Branding and Media

Employer Partner Framework

The main objectives of this framework are

to:

• Clarify responsibilities of TMP and

the employer partner;

• Ensure consistency of participation

• Establish and maintain basic program

delivery guidelines;

• Ensure continuity: TMP participation

is embedded in our partners work plans

and formally placed with appropriate

staff.

Framework Components

• Memorandum of Understanding

• Program Delivery Guidelines

• Program Manual and Appendices

Building Blocks

Relationship Recognition – Mentors and Partners.

– Builds Retention

– Develops Identification with Program

– Profiles

– Mentor Recognition – certificates and events

– Milestone Awards – Employers 100, 500,1000, Mentors 10+,

Mentees who become mentors

Building Blocks

Enable – Staffing, Marketing & Technology.

IT Systems – enable growth and manage relationship and

tracking, cost money, require support and development.

Marketing – development of messaging, materials, updating.

Staffing – volunteer driving and/or staffing support.

Lessons Learned

• Value of Partnerships

• Quality Assurance

• Relationship Management

• Valuing and supporting your mentors

• Value of evaluation

• Balancing Growth

• Ongoing Development and Change – IT, Coms,

Resources – Cost vs. Benefit.

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LEAP: The Centre for Social Impact has begun a

five-year partnership to support TMP as of Sept 2014

LEAP: Centre for Social Impact model

Massive social change:

by accelerating andscaling the charities

who do great work and demonstrate

measurable social impact

Smartmoney:

Strategicinvestors

Leading knowledge:

Best advisors & networks

Great ideas:High potential

charities addressing

social issues

It is the combination of great ideas that address social issues,

with smart money and leading knowledge, which can lead to

massive social impact

The Pecaut Legacy

Three years ago a group of social entrepreneurs and corporate partners launched the Pecaut Centre for Social Impact. All of us had spent years working closely with David Pecaut and were inspired by both his passion for social impact and his ability to bring together

thought leaders from all walks of life. When he passed away in 2009 we searched for a way to honour his legacy and expand his reach …

which was the genesis of the Pecaut Centre.

Sector Partners

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OptimizeTo achieve more

value with current

resources

EnableTo ensure a

sustainable

model

GrowTo impact a

greater

number of

mentees,

mentors &

partners

Refined strategy developed to optimize & grow TMP

1

2

3

Enhancements to overall program

Enhance marketing

Increase funding

Update technology Evolve organization

Grow mentors Grow mentees Build national

model

• Enhance curriculum and model, incl. networking (also shift mentor commitment ask)

• Streamline coach activities (reduce coach time per mentee to increase capacity)

• Streamline workflow & tracking (key milestones, address pairing issues earlier)

• Driver greater mentor retention (increase recognition, build community)

• Improve employment outcomes (e.g. offer EPs visibility into mentee talent pool)

• Grow current EPs and

confirm targets

• Pursue high priority

new EPs

• Fill eng/science/supply

chain & other gaps

• Grow current SDPs

and confirm targets

• Pursue new SDPs,

immigrant associations

• Establish approach for

underemployed

segment

• Align on vision &

areas for collaboration

• Identify partners,

establish governance

• Confirm resource

requirements

• Add/reallocate

resources

• Update governance

• Support change mgmt.

• Address matching

issues

• Determine future state

IT platform incl. CRM

• Refine msgs, enhance

materials & channels

to EPs, mentors,

mentees

• Establish & execute strategy to seek increased gov't funding (for GTA & nationally)

• Pursue new & diversified sources of funding (foundations, HNW individuals,

corporations)

Q & A

Contact:Monica Brennan, Senior Manager, The Mentoring Partnership

Email: mbrennan@triec.ca

www.thementoringpartnership.com

Allies Mentoring Toolkits http://alliescanada.ca/resources/toolkits/

Thank You

Lunch Break and Networking

Welcome to our facilitator:

Debroy ChanManager, Newcomer Services and

Community Lead, JVS Toronto

Helping People Succeed

Mentoring Best Practices

Presentation to:

PINS Workshop

January 2015

Agenda

1. One-on-one vs. Group Mentoring

2. Example of Group Mentoring

3. Lessons Learned

4. Tools and Resources

5. Q&A

One-on-one vs. Group Mentoring

One mentor to multiple mentees

Recommended 3-6 mentees per group

Simultaneous mentoring

Benefits:

Maximizes use of limited mentor resources

Mentees share experiences

All benefit from questions and responses

Alleviates feeling of being alone

Helping each other

Group projects

Mentees professional networks

Disadvantages:

Less personal

Confidentiality more of an issue

Scheduling can be an issue

Group dynamics

Competition for mentor’s time

Mentor pulled in different directions

Weaker mentor-mentee relationship

Example of Group Mentoring

Intercultural Mentoring Network

• Conducted with several PINS

• Run by the PINS with support from JVS and TRIEC

• Training and on-going support provided by JVS

• Resources provided by JVS

Lessons Learned

Keys to Success:

Groups must be homogeneous

Duration of program

Screening of mentor and mentees

Well prepared mentor and mentees

Full utilization of resources

Additional support

Pitfalls:

Mentor and mentees under or unprepared

Mentor’s lack of knowledge/awareness of newcomer

obstacles

Mentor’s lack of professional contacts

Mentor too busy

Unreasonable expectation of mentees

Pitfalls (Cont’d):

Mentees not trained in job search strategies and

techniques

Mentees not actively job searching

Mentor and mentees not fully utilizing available resources

Tools and Resources

Program Administration Guide

Orientation Presentation

Facilitator’s Guide

Mentor and Mentee Resource Kits

Coordinator/Mentoring Coach

Tools and Resources (cont’d)

Mentor/Mentee Recruitment Flyers

Various forms including

Mentor/mentee application/screening forms

Confidentiality agreement

Partnership agreement

Session and post program evaluation forms

WHAT IS MENTORING?

A balanced partnership requiring equal commitment and investment from

both partners

A helping hand extended by knowledgeable people to those who want to

know

A welcome to Canada for newcomers

A process helping skilled immigrants to learn about living and working in

Canada

“Nobody makes it alone in the world without some form of mentorship.”

Oprah Winfrey

Q & A

Thank You!

Contact:

Debroy Chan, Manager Newcomer Services and

Community Lead

JVS Toronto

Email: dchan@jvstoronto.org

JVS Toronto, a non profit, non-sectarian organization,

is a proud member agency of:

Jewish Vocational Service

Head Office

74 Tycos Drive, Toronto ON

416-787-1151

www.jvstoronto.org

Roundtable discussions

Join a table for a group discussion about:

• Round 1:

Table #1: New to mentoring

Table #2: Those in existing programs

• Round 2:

Table #1: One to one mentoring

Table #2: Group mentoring

We will debrief about these discussions after

Round #2

Roundtable discussions

debrief

• What did you hear about in your

discussions?

• What did you learn from others in the

discussion?

• What will you take action on?

PINs Announcements

• Membership Survey – please share with your

members

• Upcoming events Peel Region Employer Event – February 11th

2:00 – 4:00 p.m.

PINs Leaders session – March 7, at Metro

Hall, 9 am to 4 pm

PINs Annual Event – May 6 2015

• Evaluations: please complete

• PINs Insider LinkedIn Group

• Any other announcements?

Thank You for joining us today!

Any questions or concerns come speak to a

PINs Team member

or

email us at: pins@triec.ca