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Developing across boundaries - mentor and mentee perceptions and experiences of cross-organisational mentoring

机译：跨界发展-导师和受训者对跨组织指导的看法和经验

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Purpose - The purpose of this paper is to explore the operating factors influencing a cross-organisational mentoring initiative created to support leadership development. The research provides insight on participants' views and mentoring practices around planning and preparation of mentoring relationships, to inform future training of leaders. Design/methodology/approach - The research is inductive in nature, using an exploratory approach via a two-stage qualitative analysis. The qualitative data were gathered via interviews with the initiative partners and questionnaires distributed to all mentors and mentees involved. Data were gathered at the outset of the initiative and one year later. Findings - Emergent themes revealed that centrally driven criterion-based matching was deemed effective, with skills and experience of mentors perceived as more important than seniority. Support from senior management was of paramount importance at all stages. Clear personal and professional objective setting was vital at the outset of the mentoring relationship; however, a degree of fluidity in direction occurred over time. Planned periodic meetings to share experiences, aid reflection and gather feedback from individual mentors and mentees groups was requested. Finally, while the mentees should drive the process, it was recognised that mentors may be required to take the lead initially. Research limitations/implications - It is recognised that wider generalisations are limited; the initiative would require replication with a number of different participants to increase validity. However, as the research is exploratory in nature, there is value in the initial research findings with potential for replication within other organisations and for other cross-organisational mentoring initiatives. Practical implications - The research provides a number of useful themes which practitioners could use to explore the creation of a cross-organisational mentoring scheme and provides benchmarking indicators for this. Originality/value - This is an innovative approach to leadership training that can be seen in the limited literature and theory related to cross-organisational mentoring as a leadership training tool that the design team, a partnership of HR academics and HRD professionals, were able to access. Mentoring,
机译：目的-本文的目的是探讨影响为支持领导力发展而创建的跨组织指导计划的运营因素。该研究提供了有关参与者关于计划和准备指导关系的观点和指导实践的见解，以为领导者的未来培训提供信息。设计/方法/方法-研究是归纳性的，采用探索性方法，通过两阶段定性分析。定性数据是通过与倡议合作伙伴的访谈以及分发给所有参与的导师和受训者的问卷收集的。在该计划开始时和一年后收集数据。调查结果-新兴主题表明，以中央驱动的基于标准的匹配被认为是有效的，并且导师的技能和经验比资历更重要。在所有阶段，高层管理人员的支持都是至关重要的。明确的个人和职业目标设定对建立指导关系至关重要。然而，随着时间的流逝，方向上的流动性有所增加。要求召开定期会议以分享经验，帮助反思并收集个别导师和受训者团体的反馈。最后，虽然受指导者应推动这一过程，但人们认识到，可能最初需要指导者带头。研究的局限性/意义-认识到更广泛的概括是有限的；该计划将需要与许多不同的参与者进行复制，以提高有效性。但是，由于研究本质上是探索性的，因此最初的研究结果具有价值，并且有可能在其他组织中复制以及其他跨组织的指导计划。实际意义-该研究提供了许多有用的主题，从业者可以使用这些主题探索跨组织指导计划的创建，并为此提供基准指标。原创性/价值-这是一种创新的领导力培训方法，可以在与跨组织指导有关的有限文献和理论中看到，这是一种领导力培训工具，设计团队是人力资源学者和HRD专业人士的合作伙伴，能够访问。指导，

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