Background to the Scheme

As part of the University's implementation of the Concordat to Support the Career Development of Researchers a number of College-based networks have been established to support the career development of research staff.  Principles 3 and 4 of the Concordat acknowledge mentoring as a key mechanism for 'career development and enhancement'.  The Concordat recommends that research staff have access to a mentor as part of their personal, professional, and career development, and be given the opportunity to act as a mentor to other researchers or students. 

Data from the 2009 Careers in Research Online Survey (CROS) revealed that in Leicester many informal mentoring relationships exist between colleagues:

• 56.7% of respondents found mentoring to be helpful
• 13.6% have consulted, and 36.4% would consult a mentor about career development
• 30.7% have consulted, 29.8% would definitely consult, and 27.2% were likely to consult colleagues about career development

The new mentoring scheme is intended to give members of the research staff community the opportunity to mentor and be mentored, while offering support to existing relationships by providing guidance materials and examples of good mentoring practice.

What is mentoring?

Mentoring is the critical role and responsibility assumed by an experienced employee who agrees to help, build a relationship with, and facilitate the professional growth of one or more colleagues. The mentor is not a line manager but a ‘career friend’.  Mentoring might suggest the sponsorship of a junior colleague by a senior colleague, or be seen as a relationship amongst equals in which someone is helped to develop themselves by a member of their peer group.

The mentoring relationship is non-judgemental and confidential, aimed at giving the mentee the confidence and capability to meet current and future challenges at work or in relation to work. It is non-judgemental in that it is distinct from performance management or annual reviews, and has at its heart the individual rather than the institution’s or PI’s goals. Indeed, it aims to complement the communications between, for instance, a PI and a researcher. It is not meant to challenge any authority and nor is it a relationship of authority. 

Why do research staff need a managed scheme?

As the data above from the 2009 CROS results demonstrates, many members of staff benefit from informal mentoring opportunities.  The scheme aims to complement these informal, productive working relationships in two ways.  First, by widening the pool of available mentors, and second, by ensuring equality of opportunity for all research staff to find a mentor.

Find out more:

What are the benefits of mentoring?

How does the mentoring scheme for research staff work?

What support is available for mentors?

What support is available for mentees?