Mentoring @ CSU
Resources
- Initial Career Mentoring: a guide for mentors and mentees [PDF]provides an overview of how mentoring assists staff that are new to the University, moving into new roles or returning from extended periods of absence.
- Learning Resource for Mentors and Mentees provides an overview on the roles of mentors and mentees, and methods to help build a positive mentoring relationship.
Programs and Activities
Mentoring @ CSU is a key developmental strategy which forms part of the University's objective to develop committed, high quality staff and empower them within a positive work environment (University Strategy 2007-2011). It is a core aspect of the culture of the University, where staff are encouraged to improve their own performance and the performance of others. Mentoring at CSU is supported by the Vice-Chancellor's Mentoring Statement 2005 [DOC]Mentoring @ CSU recognises that continuing support for all staff is required as they progress through the stages of their career at CSU.
Stage 1: Initial career mentoring
All staff will benefit from mentoring provided within their Induction and Development Program. University provides support via “Initial Career Mentors” to staff that are: new to the University; moving into new roles (eg: secondment, or promotion etc); returning from extended periods of absence (eg: Special Studies Program; maternity leave, etc). This support also complements the probation and appointment processes for staff.
Stage 2: Ongoing development
After this, it is the responsibility and choice of individual staff to pursue the mentoring relationships that they believe will be of benefit to them in their current roles and future careers. Staff can choose mentors at various stages in their careers to enhance their professional practice and for their future career development. This may be through:
- formal mentoring relationships [eg: in CSU leadership programs] or
- informal support systems in developmental activities such as: performance management planning; career development activities; periods of secondment ; working in project teams
For academic staff, mentors can also be sought in: academic probation; preparing for Academic Staff Promotions; Professorial Mentoring [DOC] ; Banksia Program for Women Researchers These mentors may come from within the discipline, through research partners and contacts, across disciplines within the university, through contacts and networks, from leadership and management programs, external to CSU and from the professorial ranks.
Expectations of Leaders and Managers
CSU leaders and managers look for opportunities to encourage mentoring to support the development of staff at CSU. They:
- Provide a mentor for new staff or those moving into new roles (as part of Induction)
- Encourage staff to seek mentoring support as a developmental option (within their annual Performance Management Reviews)
- Provide coaching support as appropriate during supervision of their staff
The following factors are considered by managers when identifying and providing a mentor for staff moving into new roles. The mentor:
- Is a person who will be committed to supporting the mentee develop skills and knowledge.
- Is not the person's immediate supervisor (this will ensure there are no potentially conflicting roles).
- Needs good inter-personal skills.
- Needs to be aware of their CSU responsibilities in supporting staff and may require training and resources to support them in their role.
The Learning Resource for Mentors and Mentees provides further details about the role and skills of a mentor.