UB's Women in Leadership Pilot Program, 2007/2008 Evaluation ...

18. Can’t see ANYONE travelling – eg for an hour for this.19. Not a clear definition or understanding of ‘leadership’.20. Isolation – the western staff are often left out of the equation eg Ballarat meetings start at9am – ignorant of the needs of Western staff. Meetings at Horsham start at 11am –responsive.21. ½ day minimum for sessions to one day.22. Teachers aren’t allowed to cancel classes. Would need a ‘directive’ to enable attendance.23. If have ‘set’ times – disenfranchise one group who are teaching that day.24. If set times early enough – could feed into timetabling25. Issues for part-timers.5

Appendix 2 – Members of the 2007/2008 WiL Steering CommitteeDarren Holland, Vice President, Student and Learning SupportJulianne Krusche, Teacher, School of Human ServicesGayle Richards, Administrative Manager, School of Human Movement and Sport SciencesSally Wellard, Professor, School of NursingDeborah Walker, (Acting) Director Human ResourcesBarbara Webb, Manager Equity and Equal OpportunityGlenice Wood, Senior Lecturer, School of BusinessVirginia Fenelon, Director, Institute of Professional and Organisational Learning.6

Appendix 3 – 2007/2008 WiL Program BudgetThis page has not been included for privacy reasons (e.g., in relation to staffing salaries) andbecause it contains commercial “in confidence” information.7

Appendix 4 - UB Women in Leadership (WiL) Program, 2007/2008:Participant Application Form.Please type your answers into the spaces provided. Spaces will automaticallyexpand, but responses to the questions on this page should not exceed 2 pages.NamePhone (work)Phone(alternate)EmailClassification egHEW 7, TAFE SE1,ACAD BSchool/SectionCampusWhat leadershipexperience (formaland/or informal) do youhave?How wouldparticipating in the WiLprogram assist you inyour current role(s) atUB (please answerwith reference to theprogram goals andobjectives)?How wouldparticipating in the WiLprogram assist you inreaching yourleadership goals andaspirations at UB(please answer withreference to theprogram goals andobjectives)?8

WiL Program Applicant:I, the WiL Program applicant (name:_______________________________) of The Universityof Ballarat understand that if my application to take part in the Women in Leadership Program2007/2008 is successful, I will be required to: Participate in the core program consisting of eight full-day workshop sessions (dateslisted below) and complete learning activities and projects integral to these workshops. Travel to attend the core program workshops if required (Note: most, if not all,workshops will be held at Ballarat locations depending on participant locations. Stafffrom Western campuses will be supported with travel and accommodation in Ballarat). Participate in any of the three 2008 optional program workshops that I choose to attend(dates to be announced). Participate in a program evaluation by providing written and verbal feedback about theprogram and my experience of taking part in it.Signature:________________________Manager/supervisor of Applicant:I, (name:_________________________________) the supervisor/manager of(name of program applicant:_________________________________) agree to support thisindividual’s involvement in the WiL program if her application is successful. I understand that inorder to participate in the program, she will need to attend eight full-day workshop sessions onthe dates below and may also attend up to three additional program sessions during 2008(dates to be announced). I also understand that UB will support staff from Western campuseswith travel and accommodation in Ballarat if this is required to participate in the programworkshops.Statement of support from manager/supervisor of applicant:Please insert a statement of support/endorsement here and sign below.Signature:________________________9

WiL Program Dates:2007 Core workshops (9.30am to 4.30pm):Workshop 1: Thurs. 13 th Sept.Workshop 2: Thurs. 25 th Oct.Workshop 3: Thurs. 29 th Nov.2008 Core workshops (9.30am to 4.30pm):Workshop 4: Thurs. 7 th Feb.Workshop 5: Thurs. 6 th Mar.Workshop 6: Thurs. 10 th Apr.Workshop 7: Thurs. 8 th May.Workshop 8: Thurs. 5 th Jun.Up to three additional optional sessions, 2008:Dates to be announced.APPLICATIONS CLOSE 5PM MONDAY THE 30 TH OF JULY, 2007.Post Application Form to:Attention: Elise Morton-AllenWomen in leadership Programc/- Equity and Equal Opportunity,Mt Helen.Applicants will be notified of the outcome of the selection process via email and/orphone during August.Thank-you for your interest in the UB WiL Program.10

Appendix 5 – WiL QuestionnairesWomen in Leadership (WiL) Program 2007/2008: Evaluation of Workshop 1 1Date: Thursday September 13, 2007.Topic: Program Introduction & Leadership Styles.Please type your answers into the spaces provided (areas shaded in grey). Spaces willautomatically expand.Question 1. Name?Please note that only staff involved in running the Women in Leadership (WiL) Program will have access to thisquestionnaire once completed. This information will be used to help us ensure that future workshops meet theprofessional development needs of women at UB. If any information from this questionnaire is fed back to theUniversity, it will be de-identified.Answer 1:Question 2. Which parts of the workshop did you find most useful and relevant to you in your work?Answer 2:Question 3. Which parts of the workshop were most useful and relevant to you as a person?Answer 3:Question 4. Workshop content, delivery and facilitation.Please comment on:a) The opportunities provided for interaction and participation in the workshop.b) The ways in which the workshop met or did not meet your learning needs/expectations.c) The ways in which Julie’s style of facilitating the workshop suited or did not suit yourlearning needs/expectations?d) The appropriateness and usefulness of the materials provided and/or activities completedduring the workshop.Answer 4:a)b)c)d)Question 5. Please comment on the venue and catering.Answer 5:Question 6. On a scale of one to ten, where 1 is least satisfactory and 10 is most satisfactory, pleasehighlight the score which best describes your opinion of this workshop.Answer 6: 10 9 8 7 6 5 4 3 2 1Q7. Other comments.Answer 7:THANK YOU FOR TAKING PART IN THE WORKSHOP AND FOR COMPLETING THIS QUESTIONAIRE. Pleaseemail it to Elise Morton-Allen at:e.morton-allen@ballarat.edu.au.1 Nb: Questionnaires administered after each individual workshop were the same or very similar to thisquestionnaire.11

Women in Leadership Post-Program Survey for Participants(Please click on Select and choose appropriate response)~ Your staff group SelectWhich sessions of the Program as listed below were you able to attend? (Click on relevantboxes)~ Introduction & Leadership Styles September 13, 2007 (Alexandria’s)~ Emotional Intelligence October 25, 2007 (Alexandria’s)~ Team Leadership & Assertion November 29, 2007 (Alexandria’s)~ Managing Change February 7, 2008 (Alexandria’s)~ Conflict, Power & Career Paths (inc. guest speakers) March 6, 2008(Ballarat Lodge)~ Career Development & Life Balance April 10, 2008 (Gum San, Ararat)~ Making a Difference (guest speakers) May 8, 2008 (Alexandria’s)~ Optional Workshop on Governance May 22, 2008 (half day, GreenhillEnterprise Centre)~ Program Conclusion June 5, 2008 (Alexandria’s)~ Attended as an observer at Academic Board meeting~ Attended as an observer at Council meeting12

PROGRAM OUTCOMESPlease click on ‘Select’ and choose appropriate response. Where relevant, we would greatlyappreciate any examples you can give of the ways in which the program assisted orempowered you and additional comments/clarifications of your responses. Please writethese examples/comments in the grey-coloured space provided under each question.How HELPFUL was participating in the WiL program in empowering or assisting you to:~ understand and build on your leadership style~ Examples/Comments…~ understand that there are many different yet effective leadership styles and approaches~ Examples/Comments…~ understand the leadership styles of others and use this understanding to work with themmore effectively~ Examples/Comments…~ gain clarity about your career direction and/or leadership development goals~ Examples/Comments…~ develop strategies for achieving your career and/or leadership development goals~ Examples/Comments…~ further develop the skills and/or confidence to assert your needs, wants and opinions atwork~ Examples/Comments…~ further develop the skills to communicate and negotiate effectively with other staffmembers~ Examples/Comments…~ understand, value and utilise your emotional sensitivity and awareness in your work~ Examples/Comments…~ acknowledge, discuss and take steps towards resolving conflict in the workplace~ Examples/Comments…~ deal with interpersonal problems involving your colleagues and/or managers~ Examples/Comments…~ help establish/promote/support positive change in the workplace~ Examples/Comments…~ take steps towards achieving a work-life balance that you feel relatively comfortable with~ Examples/Comments…~ have a better understanding of the roles and perspectives of staff from different sectorswithin the University (e.g. TAFE, Higher Ed., and General staff)~ Examples/Comments…SelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelect13

How HELPFUL was participating in the WiL program in empowering or assisting you to:~ have a clearer understanding of the overall structure, practices, policies andorganisational culture of UB~ Examples/Comments…~ develop or broaden your network with colleagues~ Examples/Comments…~ gain support, encouragement or advice from others which helped you in your work~ Examples/Comments…~ direct or lead projects and/or teams~ Examples/Comments…~ manage staff or take a leadership role in dealing with your colleagues~ Examples/Comments…~ influence the direction of decisions and/or policy~ Examples/Comments…~ contribute to and/or influence meetings~ Examples/Comments…~ take steps toward participating in or contributing to University committees/forums/boards~ Examples/Comments…~ gain a better understanding of how important decisions are made within the Universityand how to become involved in these decision-making processes~ Examples/Comments…~ employ strategies for succeeding in ‘male dominant’ situations without compromising onvalues that are important to you~ Examples/Comments…~ take steps toward seeking a promotion, reclassification or leadership role~ Examples/Comments…~ take steps toward ensuring that your skills and abilities are better utilised in your workrole~ Examples/Comments…~ look for opportunities to contribute more as a leader within your current role at UB~ Examples/Comments…~ look for opportunities to take on more formal and/or informal leadership roles~ Examples/Comments…~ become more visible in the UB community as a leader/potential leader~ Examples/Comments…~ gain more recognition or understanding from members of the UB community of yourstrengths/abilities/achievements~ Examples/Comments…SelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelectSelect~ Other: Please tell us any other benefits/outcomes that have resulted for you from participating in theProgramHow HELPFUL was the WiL program in assisting or encouraging:~ improved communication between UB staff in different sectors, schools, sections,portfolios or campuses.~ Examples/Comments…Select14

~ improved cooperation between UB’s different sectors, schools, sections, portfoliosor campuses~ Examples/Comments…~ greater sharing of knowledge and information between staff from different sectors,schools, sections, portfolios or campuses~ Examples/Comments…~ the fostering/development of skilled women leaders at UB~ Examples/Comments…~ organisational growth through capitalising on the strengths and abilities of femalestaff~ Examples/Comments…~ the development of a progressive or “forward-moving” culture at UB~ Examples/Comments…~ the development of a diverse and gender-inclusive culture at UB~ Examples/Comments…SelectSelectSelectSelectSelectSelect~ Other: Please tell us any other benefits/outcomes you feel the WiL Program has had for the University orwhich the Program may have if it was continued in the future15

PROGRAM DESIGN & DELIVERYTo what extent do you AGREE or DISAGREE with the following statements?~ The Program was well organised/coordinated overall~ Comment:~ I was happy with the Program overall~ Comment:~ The Program should be offered again at UB~ Comment:Please comment below on the MIX OF PARTICIPANTS in the WiL Program:SelectSelectSelect~ What influence did the inclusion of Higher Ed., TAFE and General staff have on:a) your experience of the Program?b) the group dynamics?~ What influence did the inclusion of staff from a range of seniority levels have on:a) your experience of the Program?b) the group dynamics?~ What influence did having only women participants have on:a) your experience of the Program?b) the group dynamics?~ What influence did completing the whole Program with the one group of people have on:*a) your experience of the Program?b) the group dynamics?*Note: The alternative would be to have different groups of people attend some or all of the workshops.If the Program was offered again in the future, do you have any SUGGESTIONS FOR MODIFICATIONS inthe following areas:~ DESIGN/CONTENT~ the application process~ the mix of staff participating in the Program~ the range and depth of topics covered in workshops~ the timing or scheduling of the workshops~ the overall design of the Program (i.e., 8 full-day, compulsory workshops withone optional workshop on Governance & opportunities to observeCouncil/Academic Board meetings offered to women-only, over 8 months)~ FACILITATION~ the facilitation approach/methods used in workshops~ the activities undertaken in workshops to facilitate learning~ OTHER suggestions for modifications to the Program16

Below are some IDEAS FOR POSSIBLE CHANGES to the WiL Program which we would like your input on:~ Should a formal mentoring component be added to the Program (note: this would involvearranging a mentor from the University to regularly meet with and support/advise eachWiL participant)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should further optional workshops be added to the Program?~ If yes, please list possible topics for these workshops:~ Should compulsory work-based follow-up exercises be added to the Program to assistparticipants in applying their learning to the workplace?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should the Program be accredited and form part of an existing formal qualification(please note, in order for this to occur, a formal assessment task would need to beundertaken by participants)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should some kind of group activity or project be included in the Program to helpparticipants apply their learning (in some ways, the participant presentation/lunch withthe VC became a group activity/project in the pilot Program but should something moreformalised be included in the future)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?Do you have ANY OTHER IDEAS/SUGGESTIONS regarding how we could help ensure that:SelectSelectSelectSelectSelect~ participants become more visible/raised in profile to colleagues and senior managers as leaders orpotential leaders while they are completing the Program?~ participants apply their learnings from the Program in their work environment?~ senior staff and managers at the University are engaged with and supportive of the Program?~ the Program leads to positive outcomes for the University (e.g., organisational growth, strengthenedleadership and cultural change)?OPTIONAL COMMENTSAny further information / suggestions /comments you would like to contributePlease Comment…17

Women in Leadership Post-Program Survey for FacilitatorPlease type your answers into the grey-coloured areas after each question.PROGRAM DESIGN & DELIVERYPlease comment below on the MIX OF PARTICIPANTS in the WiL Program:~ What influence did the inclusion of Higher Ed., TAFE and General staff have on:a) your experience of facilitating the Program?b) the group dynamics?~ What influence did the inclusion of staff from a range of seniority levels have on:a) your experience of facilitating the Program?b) the group dynamics?~ What influence did having only women participants have on:a) your experience of facilitating the Program?b) the group dynamics?~ What influence did completing the whole Program with the one group of participants have on:*a) your experience of facilitating the Program?b) the group dynamics?*Note: The alternative would be to have different groups of people attend some or all of the workshops.If the Program was offered again in the future, do you have any SUGGESTIONS FOR MODIFICATIONS inthe following areas:Nb: Julie, if you have different responses depending on whether it would be you as facilitator or adifferent person, you might like to make that clear.~ DESIGN/CONTENT~ the application process~ the mix of staff participating in the Program~ the range and depth of topics covered in workshops~ the timing or scheduling of the workshops~ the overall design of the Program (i.e., 8 full-day, compulsory workshops withone optional workshop on Governance & opportunities to observeCouncil/Academic Board meetings offered to women-only, over 8 months)~ FACILITATION~ the facilitation approach/methods used in workshops~ the activities undertaken in workshops to facilitate learning~ OTHER suggestions for modifications to the Program18

Below are some IDEAS FOR POSSIBLE CHANGES to the WiL Program which we would like your input on:Please click on ‘Select’ and choose appropriate response. Answers to subsequentquestions can be typed into the grey-coloured areas after each question.~ Should a formal mentoring component be added to the Program (note: this would involvearranging a mentor from the University to regularly meet with and support/advise eachWiL participant)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should further optional workshops be added to the Program?~ If yes, please list possible topics for these workshops:~ Should compulsory work-based follow-up exercises be added to the Program to assistparticipants in applying their learning to the workplace?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should the Program be accredited and form part of an existing formal qualification(please note, in order for this to occur, a formal assessment task would need to beundertaken by participants)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should some kind of group activity or project be included in the Program to helpparticipants apply their learning (in some ways, the participant presentation/lunch withthe VC became a group activity/project in the pilot Program but should something moreformalised be included in the future)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?Do you have ANY OTHER IDEAS/SUGGESTIONS regarding how we could help ensure that:SelectSelectSelectSelectSelect~ participants become more visible/raised in profile to colleagues and senior managers as leaders orpotential leaders while they are completing the Program?~ participants apply their learnings from the Program in their work environment?~ senior staff and managers at the University are engaged with and supportive of the Program?~ the Program leads to positive outcomes for the University (e.g., organisational growth, strengthenedleadership and cultural change)?Any further information / suggestions /comments you would like to contribute?19

Women in Leadership Post-Program Survey for Steering CommitteePlease type your answers into the grey-coloured areas after each question.If the Program was offered again in the future, do you have any SUGGESTIONS FOR MODIFICATIONS in the followingareas:~ DESIGN / CONTENT / FACILITATION~ the application process~ the mix of staff participating in the Program~ the range and depth of topics covered in workshops~ the timing or scheduling of the workshops~ the overall design of the Program (i.e., 8 full-day, compulsory workshops with the optional workshop onGovernance & opportunities to observe Council/Academic Board meetings offered to women-only, over 8 months)~ facilitation of the Program workshops~ PROGRAM ADMINISTRATION~ The role of the Steering Committee in overseeing the Program~ OTHER suggestions for modifications to the ProgramBelow are some IDEAS FOR POSSIBLE CHANGES to the WiL Program which we would like your input on.Please click on ‘Select’ and choose appropriate response. Answers to subsequent questions can be typed intothe grey-coloured areas after each question.~ Should a formal mentoring component be added to the Program (note: this would involvearranging a mentor from the University to regularly meet with and support/advise each WiLparticipant)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should further optional workshops be added to the Program?~ If yes, please list possible topics for these workshops:~ Should compulsory work-based follow-up exercises be added to the Program to assist participantsin applying their learning to the workplace?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should the Program be accredited and form part of an existing formal qualification (please note, inorder for this to occur, a formal assessment task would need to be undertaken by participants)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?~ Should some kind of group activity or project be included in the Program to help participants applytheir learning (in some ways, the participant presentation/lunch with the VC became a groupactivity/project in the pilot Program but should something more formalised be included in thefuture)?~ Why/why not?~ If yes, do you have any ideas/suggestions for how we could best implement this?Do you have ANY OTHER IDEAS/SUGGESTIONS regarding how we could help ensure that:SelectSelectSelectSelectSelect~ participants become more visible/raised in profile to colleagues and senior managers as leaders or potential leaderswhile they are completing the Program?~ participants apply their learnings from the Program in their work environment?~ senior staff and managers at the University are engaged with and supportive of the Program?~ the Program leads to positive outcomes for the University (e.g., organisational growth, strengthened leadership andcultural change)?Any further information / suggestions /comments you would like to contribute?20

Appendix 6 – Post-Program Questionnaire Data From ParticipantsTable 1: Program Objectives, Questions asked in relation to these objectives and participants’ ratings of the Program’s helpfulness in these areas.ProgramObjectiveQuestion Assessing this objective: How helpful was the WiL Program inempowering or assisting you to:Very Helpful(% ofParticipants)QuiteHelpful(% ofParticipants)A LittleHelpful(% ofParticipants)1understand and build on your leadership style70 25 5 01 understand that there are many different yet effective leadership styles and approaches 85 10 5 01 & 3 understand the leadership styles of others and use this understanding to work with them 75 20 5 0more effectively2 & 6 gain clarity about your career direction and/or leadership development goals 40 45 10 52 develop strategies for achieving your career and/or leadership development goals 25 45 30 03 further develop the skills and/or confidence to assert your needs, wants and opinions at 55 30 15 0work3 further develop the skills to communicate and negotiate effectively with other staff 45 45 10 0members4 understand, value and utilise your emotional sensitivity and awareness in your work 40 40 20 05 acknowledge, discuss and take steps towards resolving conflict in the workplace 40 50 10 03 & 5deal with interpersonal problems involving your colleagues and/or managers50 30 20 05 help establish/promote/support positive change in the workplace 50 40 5 56take steps towards achieving a work-life balance that you feel relatively comfortable with30 40 20 107 & 10have a better understanding of the roles and perspectives of staff from different sectorswithin the University (e.g. TAFE, Higher Ed., and General staff)60 30 10 078899have a clearer understanding of the overall structure, practices, policies andorganisational culture of UBdevelop or broaden your network with colleaguesgain support, encouragement or advice from others which helped you in your workdirect or lead projects and/or teamsmanage staff or take a leadership role in dealing with your colleagues55 25 20 085 10 5 065 20 15 025 60 15 050 35 15 0Not Helpful(% ofParticipants)21

Table 1 Continued: Program Objectives, Questions asked in relation to these objectives and participants’ ratings of the Program’s helpfulness in these areas.ProgramObjectiveQuestion Assessing this objective: How helpful was the WiL Program inempowering or assisting you to:9influence the direction of decisions and/or policy9contribute to and/or influence meetings9 take steps toward participating in or contributing to University committees/forums/boards9 gain a better understanding of how important decisions are made within the Universityand how to become involved in these decision-making processes3, 4, 9 &11employ strategies for succeeding in ‘male dominant’ situations without compromising onvalues that are important to you9 take steps toward seeking a promotion, reclassification or leadership role9 take steps toward ensuring that your skills and abilities are better utilised in your workrole9 look for opportunities to contribute more as a leader within your current role at UB9 look for opportunities to take on more formal and/or informal leadership roles9 become more visible in the UB community as a leader/potential leader9 gain more recognition or understanding from members of the UB community of yourstrengths/abilities/achievementsVery Helpful(% ofParticipants)QuiteHelpful(% ofParticipants)A LittleHelpful(% ofParticipants)20 45 30 540 35 25 025 20 40 1540 35 25 015 45 40 025 30 30 1560 20 10 1040 40 20 035 40 25 030 40 20 1020 45 20 10Not Helpful(% ofParticipants)22

Table 1 Continued: Program Objectives, Questions asked in relation to these objectives and participants’ ratings of the Program’s helpfulness in these areas.ProgramObjectiveQuestion: How helpful was the WiLProgram in assisting or encouraging:10 improved communication between UB staff indifferent sectors, schools, sections, portfoliosor campuses10 improved cooperation between UB’s differentsectors, schools, sections, portfolios orcampuses10 greater sharing of knowledge and informationbetween staff from different sectors, schools,sections, portfolios or campuses11 the fostering/development of skilled womenleaders at UB12 organisational growth through capitalising onthe strengths and abilities of female staff13 the development of a progressive or “forwardmoving”culture at UB13 the development of a diverse and genderinclusiveculture at UBVery Helpful(% ofParticipants)QuiteHelpful(% ofParticipants)A LittleHelpful(% ofParticipants)Not Helpful(% ofParticipants)50 30 10 0 1025 35 15 0 2550 25 10 0 1550 30 10 0 1025 40 10 0 2535 20 20 0 2535 15 20 0 30Too early tosay(% ofparticipants)23

Appendix 7 – Mentoring and Women in Leadership ProgramsPrepared by Angela Scollary (consultant for the WiL evaluation).What is mentoring?The origins of the word “mentor” can be found in the Greek myth of King Odysseus, who entrustedhis son Telemachus to his wise friend Mentor. Homer tells the story of how Mentor guidedTelemachus to develop greater self-confidence and maturity (Anderson & Shannon, 1995) 2 .Mentoring involving university staff usually follows the format as defined below:Mentoring is a workplace partnership between two people which gives employees theopportunity to share their professional and personal skills and experiences, and to grow anddevelop in the process. It is based upon encouragement, constructive comments, openness,mutual trust, respect and a willingness to learn and share. Typically, mentoring takes placebetween a more experienced and a less experienced employee (Office of Director of EqualOpportunity in Employment, Sydney 1997) 3 .Mentors can provide important support in guiding the careers of more junior staff byoffering on-the-job and career advice and access to both formal and informal networks andorganisational knowledge.Benefits of mentoringMentoring can benefit the mentee, the mentor and the organisation within which they work.Benefits to mentees may include:Developing new skillsIdentifying areas for professional growthMore strategic career planningGaining or increasing knowledge of organisational culture, structure and processesAccess to new networks and contactsFinding new ways to approach old problemsIncreased confidence in abilitiesIncreased job satisfactionEnhanced career opportunitiesBenefits to mentors may include:Developing skills in coaching, modelling, and listeningEnhanced self-esteem through recognition of professional abilitiesIncreasing organisational knowledge, especially from the viewpoint of the menteeDeveloping and demonstrating management skillsEnhancing leadership skillsGaining a sense of satisfaction in assisting a more junior colleague to developIncreased job satisfactionEnhancing interpersonal skillsThe benefits to an organisation in which mentoring relationships are encouraged andsupported include:Retention and development of talented staffCost effective way of developing employees' skillsDeveloping potential leaders internally with good organisational knowledge2Anderson, E. M. and Shannon, A.L. 1995, "Towards a Conceptualisation of Mentoring," in: T. Kerry. & A.S. Mayes. (eds.) Issuesin Mentoring. London: A.S. Routledge.3 Office of Director of Equal Opportunity in Employment, Sydney 1997http://www.eeo.nsw.gov.au/careers/mentorbook.htm24

Utilisation and advancement of staff within the organisationIncreased productivity from staff who feel motivated and supportedEnhanced relations amongst staff 4Why the need for Mentoring Programs for Women?Historically, women have had less access to mentors and mentoring relationships. Research onwomen and mentoring suggests that this is because those senior enough to take on the mentoringrole have traditionally been men and they have been more likely to choose younger men to mentor.(Quinlan, 1999) 5 .What do Women get from Mentoring?Specific benefits for women mentees have been identified as 6Understanding the politics of the organisation and how to get things done.Becoming more visible in the organisation by taking on special roles.Getting recognition for contributions other than one's normal job.Raising their profile in the organisation.Meeting influential people who can help.Planning and taking charge of one's own career development.Becoming more confident and optimistic about the future.Making lateral moves to expand current positions.These benefits complement and supplement the benefits of leadership development programs forwomen, reinforcing learning and promoting positive outcomes for participants. For example, theone-on-one interaction between mentors and mentees can supplement and extend the learningthat occurs in a group/workshop setting. Developing a relationship with a mentor also provides avaluable opportunity to extend participants’ networks into the broader organisational context.Mentoring Programs for Women in UniversitiesMany Universities now run formal mentoring programs alongside their annual women in leadershipinitiatives. The Staff Development for Women (SDFW) meeting in November 2007 reported that 17of the 32 programs being run for women staff in universities in 2007 contained a mentoringcomponent. 7Program Components of Staff Development for Women Initiatives 2007 by number of universitieswith such a Component4 Mentoring for Women at Monash: A Guide for Mentees and Mentors.www.adm.monash.edu.au/sss/equity-diversity/wlas/guide-for-mentees-and-mentors.html5 Quinlan, K. M. (1999) Enhancing mentoring and networking of junior academic women: what, why and how? Journal of HigherEducation Policy and Management, 21 (1), pp 31-42.6 McKenzie, Friends in High Places, 1995, pp22-37 http://www.osds.uwa.edu.au/__data/page/135548/LTessens_sector_overview_Nov07.pdf25

How to provide a formal Mentoring ProgramGood mentoring programs require a formal structure. Their purpose is to support and providesafeguards for the people engaged in mentoring. Effective models are available to inform such aprogram, such as that used at Victoria University. These procedures and protocols from VictoriaUniversity have been made available to the staff of the UB WIL program for adaptation and use atUB as appropriate.Such a program should have documented objectives, guidelines and plans for: Budget and resources for the program – covering a range of activities includingcoordination, workshop development, guideline development, communication, matching, induction, training of mentors, monitoring, trouble shooting and evaluation. Communication and marketing – focussing on generating a pool of mentors andencouraging a wider pool of applicants for the WIL program as mentees. Recruiting participants – to provide a broad range of skills and experience from committedmentors as well as a wide pool of mentee applicants. Matching pairs – using information gathered from mentees and pool of mentors. Education, training and information – including information for mentors and mentees. Activities and events - training of mentors and mentees and joint workshops. Trouble shooting and exit strategies, including prepared guidelines for issue management Monitoring and evaluation – of the mentoring partnership within the broader Universitycontext Continuity of the program – based on the evaluationUsually, a program co-ordinator or project team will have responsibility for implementing theprogram. This person or group will: Manage the logistics, administration and resources of the program. Serve as a central point of contact and communication. Select and match participants. Organise education, events and participant materials. Monitor and support participants . Evaluate and report results. 8Resourcing of such a program could be readily incorporated in the infrastructure supporting aWomen in Leadership program at the University of Ballarat with minimal and identifiable extraresourcing.8 Rolfe, A. (2006) How To Design and Run Your Own Mentoring Program26