1. Mentoring Makes a Difference
Ted Sharp, Manager
Marian Kutarna, Senior Librarian
Diana Krawczyk, Senior Librarian
Mississauga Library System

2. Origins of Mentorship
An OLD idea
A NEW excitement

3. Why are we hearing so much about mentorship?

4. Projected Number of Retirements at Age 65 per Year Based on Projections for All Librarians in CMA’s from the 1996 Canadian Census
Age 60+
Age 65

5. 46% of workers are willing to leave for a comparable job
Get them and KEEP them
46% of workers are willing to leave for a comparable job
60% feel that they are not being afforded opportunities for professional growth, development and advancement
76% did not know how they could contribute to their organization’s success

6. You already have what you need
Cost to your organization
Mentor’s time and experience +
Partner’s time and enthusiasm
Wealth of learning opportunities

7. The Mississauga Experience
> WHERE we started
> WHY it was important
>HOW did we pilot the program
>WHAT we learned

8. Mentorship at the Mississauga Library System
Mentoring program conceived out of meeting of Librarians’ Group
Steering Committee formed to oversee pilot project
Mentor volunteers attend one day training with Wayne Townshend
Mentors and proteges matched
Pilot final report drafted
Ongoing matching of newly hired and promoted professionals with experienced and trained mentors

9. Not everyone can be a good mentor

10. Not everyone can benefit from being mentored

11. Structure is a necessity

12. Time limits are a necessity

13. Feedback is required

14. The organization must support the program

15. The Payback Easier recruitment Quicker induction Improved retention
Improved equal opportunity performance
Increased effectiveness of formal training
Reinforcement of cultural change
Mentors can learn too!
21/04/2019

16. Three Essentials of a Successful Program
Committed and knowledgeable steering committee
Committed and enthusiastic team of potential mentors
Committed and determined pool of partners

17. Successful Programs Contains formal and informal elements
Focused on specific outcomes
Supported by training
Benefits all parties
Introduced in a structured manner and takes account of the fears of everyone
21/04/2019

18. Attributes of a Great Steering Committee
Committed to the development of the system and its people
Willing to act as Mentorship advocates to the whole system
Knowledgeable about potential mentors and partners and their styles of learning
Able to get support from administration

19. Key Roles of the Mentor Sounding board Facilitator Connector Advisor
Forecaster
Observer
21/04/2019

20. Attributes of Great Mentors
They get pleasure from “promoting” others.
They are proud, not threatened, by the accomplishments of others.
They are good at reading people and situations.
They know the organization and can balance its need against those of the individual.
21/04/2019

21. Attributes of Great Mentors II
They look forward to giving something back and making a difference.
They have a generous spirit.
They are not typically the protégé’s boss.
21/04/2019

22. Attributes of a Great Partner
Wants help
Is interested in developing
Is capable of progressing
Is able to partner in their growth
21/04/2019

23. The Matching/ Stretching Model
If the potential match is similar in both personality and discipline:
too comfortable/ not challenging
If potential match is dissimilar in both personality and discipline:
no bond- the pair can find no common ground

24. The Matching/ Stretching Model
The ideal match is dissimilar in either one of personality or discipline but similar in the other.
Enough common interest to have shared perspective, enough difference to provide a challenge

25. How long should it Last?
21/04/2019

26. Training and Development Philosophy
People are responsible for their own learning and development
The mentor or coach must assist and encourage the process without taking responsibility

27. Training and Development Philosophy
Each person is unique in terms of learning style and motivation and should be given the opportunity to learn in their chosen manner.
No matter how sophisticated a training and orientation plan is, new people will have questions that go unanswered.

28. The Mentor and Partner Must Make a Plan Together
Design and implement a learning plan
Attend meetings of teams of interest
Join an existing committee in a learning capacity
Lead a team
Network
Job shadow
Problem solve

29. Mentorship Makes a Difference
Mentorship Stories
Mentorship Makes a Difference

30. Ted Sharp, Manager, Arts and History Department, Central Library - Employee of Mississauga Library System since 1985 and manager of the Arts & History Department since Led Mentoring initiative since inception and have acted both as a coach and mentor to several people at different levels. Marian Kutarna, Senior Librarian, Arts and History Department, Central Library - Joined the Mississauga Library System in 1991 and is currently the senior Librarian in the Arts & History Department. With a strong interest in the “people” side of public libraries, she has been actively involved programming, outreach, staff development, coaching, recruitment and mentoring initiatives both formally and informally. Diana Krawczyk, Senior Librarian, Readers’ Den Department, Central Library – Began working with the Mississauga Library System in 1990 and have accepted progressive positions since graduating from FIS in In addition to being involved with the program from the start, I have been both a partner and a mentor.