© 2009 Temple University. Finding and Keeping the Mentors You Want MCP Support Center January 19, 2011 Andrea S. Taylor, Ph.D. Director of Training The Intergenerational Center Temple University/College of Health Professions

© 2009 Temple University. 2 Topics Session 1 Identifying Your Target Audience Session 2 Creating Your Recruitment Message Session 3 Recruiting, Cultivating and Retaining Mentors

© 2009 Temple University. 3 Session 1 Objectives Knowing Your Target Audience Understand the importance of knowing your target audience when recruiting mentors. Discuss the changing paradigm of volunteerism and its implications Understand the importance of knowing your target audience when recruiting mentors. Discuss the changing paradigm of volunteerism and its implications

© 2009 Temple University. 4 Activity Participant Introductions Activity Participant Introductions

© 2009 Temple University. 5 Generational Characteristics

© 2009 Temple University. 6 Generational Cohort: A group of people who come of age at roughly the same time.

© 2009 Temple University. 7 Generational Theory... People who experience the same defining events during their formative years (16-23)... Share similar social values, attitudes, and preferences sometimes for life People who experience the same defining events during their formative years (16-23)... Share similar social values, attitudes, and preferences sometimes for life

© 2009 Temple University. 8 Activity Cohort Gallery Walk Activity Cohort Gallery Walk

© 2009 Temple University. Identify the defining social, political and cultural events that you think occurred during each of the decades listed on the newsprint. If you grew up in that time period, think about the defining events based on your personal experience. Identify the defining social, political and cultural events that you think occurred during each of the decades listed on the newsprint. If you grew up in that time period, think about the defining events based on your personal experience. Gallery Walk 1

© 2009 Temple University. 10 Millennials Gen-Xers Trailing- edge Boomers Leading- edge Boomers Traditionalists

© 2009 Temple University. Identify what you believe to be the values, attitudes and attributes of each generation. Gallery Walk 2

© 2009 Temple University. 12 Review of Cohort Characteristics Millennials Gen-Xers Trailing- edge Boomers Leading- edge Boomers Traditionalists handout

© 2009 Temple University. 13 Activity Implications: What Does This Mean for Mentoring Programs? Activity Implications: What Does This Mean for Mentoring Programs?

© 2009 Temple University. 14 The paradigm shift Civic duty Improve the world Find personal fulfillment Possibly start a new career Improve the world Find personal fulfillment Possibly start a new career Old Paradigm New Paradigm 1. Motivation

© 2009 Temple University. 15 The paradigm shift Long-term & regular More short-term & sporadic Menu of time options More short-term & sporadic Menu of time options Old Paradigm New Paradigm 2. Commitment Pattern

© 2009 Temple University. 16 The paradigm shift Independent thinking or decision-making not encouraged Seen as subordinates: top-down command & control Manager as expert Independent thinking or decision-making not encouraged Seen as subordinates: top-down command & control Manager as expert More self-direction and involvement in decision-making Seen as partners; more collaboration Manager as facilitator More self-direction and involvement in decision-making Seen as partners; more collaboration Manager as facilitator Old Paradigm New Paradigm 3. Autonomy

© 2009 Temple University. 17 The paradigm shift Emphasis on organizational needs Limited assessment of participants prior to placement Offered limited choice & flexibility Work mostly alone in highly prescribed supervised tasks Emphasis on organizational needs Limited assessment of participants prior to placement Offered limited choice & flexibility Work mostly alone in highly prescribed supervised tasks Better balance between individual and organizational needs More thorough assessment of participants Greater choice and flexibility in opportunities More opportunities to be part of a team & lead Better balance between individual and organizational needs More thorough assessment of participants Greater choice and flexibility in opportunities More opportunities to be part of a team & lead Old Paradigm New Paradigm 4. Opportunities/Placement

© 2009 Temple University. 18 The paradigm shift Strong identification Conforming & loyal Strong identification Conforming & loyal Loose identification More individualistic & critical More likely to leave if unsatisfied Loose identification More individualistic & critical More likely to leave if unsatisfied Old Paradigm New Paradigm 5. Relationship to Organization

© 2009 Temple University. 19 The paradigm shift Low Expectation Group and limited individual recognition Sometimes expense reimbursement Low Expectation Group and limited individual recognition Sometimes expense reimbursement Higher Expectation Individual recognition Expense reimbursement but may also seek additional compensation Higher Expectation Individual recognition Expense reimbursement but may also seek additional compensation Old Paradigm New Paradigm 6. Expectation of Reward A A

© 2009 Temple University. Leading Edge Boomers Traditionalists Traditionalists Trailing Edge Boomers Gen-Xers Millennials Generational Characteristics Generational Implications Marketing Managing Recruiting Retaining