Our Services
Diversity, Discrimination and Harassment
The Growth Connection The Growth Connection
Site Map
Bookshop
Articles
by The The Growth Connection 
© Copyright The Growth Connection Pty. Ltd. 1999 - 2001
Case Study - Office of State Revenue
In this article we look at one of the mentoring programs currently implemented at the Office of State Revenue. We spoke to Dianne Barden who is the Director of the Planning, Review Division.
When did your mentoring program commence ?
What are the objectives of your mentoring program ?
How are mentors selected ?
Do you have a program coordinator(s) ?
How do mentors and mentorees come together ?
What mentor model(s) do you use ?
Are mentors and mentorees trained ?
Do they have a mentoring agreement ?
What time frame does the mentoring relationship cover ?
What role did Senior Management play in the program ?
How did you communicate the program to the organisation ?
What difficulties have arisen within the mentoring program ?
What elements have worked particularly well ?
What benefits have been derived from the program ?
Is there anything else about your program that you think would be helpful to others ?
In August 1995.
To enhance the career prospects of OSR staff; to develop staff to become managers; to encourage and assist staff to gain the skills necessary for promotion; to develop otherwise unseen potential within the organisation; and to assist new managers and staff in development opportunities to gain skills.
Mentors are selected by their mentoree. Guidelines are given e.g. someone from whom you can learn, who is about 2 levels higher in the organisation, and not in your work area.
There is a steering committee for the pilot and it will be handed over to Staff Development when it is mainstreamed.
Mentorees nominate to be on the program. They are selected by the steering committee on the basis of the reasons they give for wanting to participate. The mentor is then selected by the mentoree.
One on one.
Yes, mentors and mentorees have two days training, 1 day together and 1 day separately. There are monthly meetings of mentors and mentorees separately, and a quarterly review of mentors and mentorees together.
Yes, guidelines are provided for them to develop their own agreement.
Formally for twelve months - all mentors have indicated they expect the relationship to continue.
We have had strong support from the Executive Director - he is also a mentor as am I and another Director.
I chair the steering committee and monthly meeting of mentors.
Fliers were distributed and an information session with the external consultant was held. Our internal journal carried stories in every edition.
At the spokeswomens annual information day the external consultant was a guest speaker, talking about mentoring.
We have had very few difficulties. There was, however, some initial uncertainty about whether mentorees were getting unfair access to information if their mentor was very senior.
The one-on-one nature of the relationship
The ability for the mentoring relationship to meet the needs of individuals
The approach taken by the consultant that this is a growth experience
Benefits include
In conjunction with this program, we offered a career development workshop to participants if they were interested. This was highly valued by the attendees.
Subscriptions
Subscribe now to be notified by email when new articles are added to our collection and to receive our Newsletter
Privacy: The Growth Connection will not disclose your email address to any third party.
For more information on The Growth Connection Services please call
Imogen on (02) 9787 2748 (International +61 2 9787 2748) or email
us.
