Education Commons^™

Chapter 5- Needs Assessment And Data Analytics: Understanding Your Constituencies, Neal Legler

Making Connections

Needs assessment is an important early step in the development of a mentoring program because it helps ensure that program resources go toward improving prioritized institutional results. Needs assessment should involve key stakeholders, organized into a needs assessment committee, and then follow a systematic process to collect and analyze quantitative and qualitative data and identify existing organizational needs. Needs are defined as the gap between desired organizational results and current results. They should be considered holistically and at all levels of the organization. As needs are identified, the needs assessment committee works with stakeholders through a combination of group management …

Chapter 18- Case Study Of The Statewide Faculty-To-Student Mentoring Program At Utah State University, Jeff Spears, Kim Hales, Hannah M. Lewis

Making Connections

The purpose of this article is to examine an undergraduate mentorship program through Utah State University (USU). The creation of the Faculty-to-Student Mentorship Program originated in an attempt to increase both retention and graduation rates throughout the statewide system. In the first year, a steering committee was formed, and the mentorship program was piloted on one statewide campus—Uintah Basin. During the next year, the program was expanded to all eight statewide campuses. The steering committee examined available literature regarding existing mentorship programs and identified three shortcomings: lack of theoretical framework, operational definition, and methodological rigor. This article discusses the program …

Chapter 20- Facilitating Leadership Learning Using Co-Mentoring Circles, Kathleen M. Cowin

Making Connections

Time for mentoring aspiring school leaders moving from their roles as veteran teachers, instructional coaches, or deans of students to their new role as K–12 principal certification interns is in short supply in today’s complex schools. Over the past 7 years, 76 interns have participated in co-mentoring circles. Co-mentoring circles offer educators a safe, supportive community in which to learn with others who are uniquely situated to understand the challenges present in today’s K–12 schools. Co-mentoring circles can provide a ready group of co-mentors one can call on without waiting for a specific mentor to be available. These circles are …

Chapter 24- Intentional Onboarding And Mentoring Of New Faculty At Central Michigan University, Sarah Marshall

Making Connections

Recognizing that faculty who are mentored are more likely to successfully navigate the tenure process and become effective members of the academic community, Central Michigan University’s (CMU) College of Education and Human Services (CEHS) developed a comprehensive mentoring and professional development program for all new, full-time faculty. This program provided a network of support, resources, and guidance for navigating inevitable challenges. Prior to the development of this program, departments varied in the ways they encouraged and addressed faculty mentoring. Most informally assigned a faculty mentor, but as our initial assessment demonstrated, little to no mentorship occurred. With the recruitment and …

Chapter 19- The Connections Program: Integrating Mentoring Into The First-Year Experience, Jennifer Grewe, Harrison Kleiner

Making Connections

In this chapter, we will offer a model of successful integration of evidence-based mentorship practices within a robust first-year experience program at Utah State University. The mentoring aspect of the program was built to address the problem of attrition rates of first-year students transitioning to the second year. This approach provides faculty mentoring for every student in the program and addresses how it can be scaled to a large student population. We will discuss how the most at-risk students receive extra focus within this model to help students who lack the educational and social capital to gain mentorship experiences on …

Chapter 25- Mentoring Programs For Staff Of Educational Institutions: Unm Staff Council Mentorship Program, Amy Hawkins

Making Connections

In higher education, staff sometimes feel like the third wheel, the step-child, the forgotten ones sitting on the sidelines as students and faculty bask in the warm glow of academia. Administrators in university settings owe duties to (a) faculty and student needs; and (b) staff development, morale, needs, pay, and benefits. The University of New Mexico’s Staff Council was created so that volunteer university staff elected to serve as councilors can advocate for staff by offering recommendations to the university regarding staff development, morale, needs, pay, and benefits. Each can bring constituent concerns to the full Staff Council and its …

Chapter 14- The Mentoring Program As A Research Project, David Law, Nicole Vouvalis, Andy Harris, Jim Lamuth

Making Connections

Chapter 14, “The Mentoring Program as a Research Project,” helps stakeholders, program coordinators, and researchers distinguish the differences and similarities between program evaluation and program research. If stakeholders choose to include program research, they will need approval from their university’s institutional review board (IRB). Therefore, the second section of this chapter helps stakeholders navigate the IRB. The third section of this chapter describes how theoretical frameworks, operational definitions of mentoring, and methodological designs factor into mentoring programs that contain research. While all formal mentoring programs in academia should include theoretical frameworks, operational definitions, and sound methodology, many do not. The …

Chapter 27- Networked Mentoring Programs In Academia, Dawn E. Chanland

Making Connections

This chapter proposes the value of informal and formalized university networked mentoring programs for the benefit of students, faculty, and staff. As research on networked approaches has proliferated, more university programs that transcend the traditional focus on one-on-one mentoring dyads are also on the rise. Drawing upon the evidence-based and theoretical literatures on networks and formal programs, I discuss four networked approaches that have shown promise to maximize mentoring’s effectiveness in universities. The approaches involve varying degrees of university resource investment. We consider formal program characteristics that predict positive program and relational effectiveness in undertaking networked approaches. In addition, we …

Chapter 3- Cultivating Diverse Forms And Functions Of Mentoring Relationships Within Academia, Audrey J. Murrell, Gloria O. Onosu

Making Connections

While mentoring is shown to have several positive benefits within academia, it is necessary to focus on the range of different high-quality relationships that are a necessary yet complex aspect of mentoring relationships. Thus, mentoring represents a complex, dynamic, and diverse range of mutually beneficial developmental relationships across diverse functions (career and psychosocial) and types (hierarchical, peer, group, and reverse) of mentoring. The impact of mentoring within academia demonstrates that these relationships are essential for developing a wide range of knowledge, skills, and abilities and developing social relationships and networks that are significant for learning, development, success, and well-being. Our …

Chapter 1- Mentoring Origins And Evolution, Bob Garvey

Making Connections

This chapter is in nine parts. The first explores the origins and meanings of mentoring from the Ancient Greek to modern times in different parts of the world. The second section discusses the similarities and differences between mentoring and other developmental relationships.

The third part explores the difficulties in defining mentoring. As an alternative to a definition, the fourth part looks at the dimensions of mentoring and the fifth part explores how the dimensions could be applied in practice. Following this, the sixth section considers a range of mentoring arrangements found in academia and uses the dimensions framework to develop …

Chapter 11- Preparing The Effective Mentee, Dionne Clabaugh

Making Connections

The purpose of this chapter is to help the mentoring program director create, implement, and evaluate academic mentoring programs after identifying structures that can effectively prepare their mentors and mentees for a successful mentoring experience. Some of the considerations explored are mentor program structures that are relationally based, goal-oriented, and grounded in autonomy supportive strategies. This chapter opens with the author’s lens in order to describe a human development approach to mentoring and then how to prepare mentees to be self-directed. The third section portrays mentoring program structures that promote self-directed mentees. This chapter concludes with generalizable findings and recommendations …

Chapter 10- Preparing The Effective Mentor, Natasha Mickel

Making Connections

Mentoring is a central component of teaching and learning in academia that involves mentors ranging from novice to advanced mentoring experience. Mentoring has been found to play a crucial role in successful career development at every professional level in academia. Consequently, it’s imperative that institutions design and implement mentoring programs that prepare mentors, regardless of background, to establish, build, and maintain positive mentoring relationships.

This chapter begins by discussing mentoring and its role in academia. As institutions strive to retain faculty, staff, and students, it serves institutions well to understand how the successful implementation of effective mentoring programs can close …

Chapter 15- Funding The Mentoring Program, Monica Castañeda-Kessel

Making Connections

Chapter 15, Funding the Mentoring Program, provides essential resources for allies who want to implement or enhance their existing mentoring programs. Contextually, the discussion of funding opportunities is framed within the formal and informal mentoring language with one caveat. Informal mentoring program funding does not mean that the funding is easy to acquire or not rigorous to implement. Informal mentoring has strategic advantages for developing employee expertise and other desirable skills. Formal mentoring is the most prevalent type and had organizational advantages of scale. This chapter is composed of four sections. First, a brief overview of the theoretical and …

Chapter 21- Mentoring Graduate Underrepresented Minorities In Stem, Benjamin C. Flores, Jessica Shenberger-Trujillo, Milka Montes

Making Connections

In this chapter, we discuss high-impact mentoring practices for graduate students in science, technology, engineering, and mathematics (STEM). We make a case for inclusive and assets/strengths-based mentoring approaches as a strategy for increasing the number of doctoral degrees awarded to historically underrepresented minorities (i.e., Hispanics, African Americans, Native Americans, Alaska Natives, and Pacific Islanders); improving their levels of satisfaction with doctoral programs and reducing the notoriously extended time to the PhD that they endure. We offer two examples of national programs committed to promoting graduate student success through professional development and mentoring strategies in which instrumental support, sponsorship, psychological support, …

Chapter 4- Formal Mentoring Programs: Characteristics, Benefits, And Outcomes, Rachel Arocho, Benjamin A. Johnson

Making Connections

In this chapter, we review the characteristics of mentoring that distinguish so-called formal from informal mentoring opportunities. Through this discussion, we provide a broad view of what could be formalized and how to distinguish these opportunities. We then turn to a discussion of the observed and anticipated benefits of formalized mentoring (and some benefits of mentoring broadly) and provide an argument for why mentoring, with all its recognized importance and impact at multiple levels, should not be left to chance. By formalizing mentoring opportunities and practices, to varying and customizable degrees, programs and institutions stand to distribute the benefits of …

Chapter 8- Outlining The Goals, Objectives, And Outcomes Of The Mentoring Program, Lisa Z. Fain, Jamie Crites

Making Connections

Even when institutions already have a mentoring culture, a mentoring program is not an end in itself. Rather, mentoring is a tool to achieve a broader outcome, be it at the institutional, department, or individual level. While these outcomes may vary, it is critical that a mentoring program is carefully crafted in service of the outcomes. It must meet the needs and objectives of not only the mentees and mentors but also the institutions and the field. In this chapter, authors Lisa Fain and Jamie Crites will use a case study to discuss how to craft goals, and objectives that …

Making Connections: A Handbook For Effective Formal Mentoring Programs In Academia, David D. Law, Nora Domínguez, Bob Garvey, Mark J. Hager, Kim Hales, Audrey J. Murrell, Gloria O. Onosu, Rachel Arocho, Benjamin A. Johnson, Neal Legler, James Y. Taylor, Greg Dart, Michael A. Christiansen, Don Busenbark, Lisa Z. Fain, Jamie Crites, Paul Hernandez, Natasha Mickel, Dionne Clabaugh, Assata Zerai, Nancy López, Laura Gail Lunsford, Nicole Vouvalis, Andy Harris, Jim Lamuth, Monica Castañeda-Kessel, Shirley L. Yu, Arianna Black, Gönül Kaletunç, Timothy Schroeder, Tara S. Hackel, Yadéeh E. Sawyer, Jeff Spears, Hannah M. Lewis, Jennifer Grewe, Harrison Kleiner, Et Al.

Making Connections

This book, Making Connections: A Handbook for Effective Formal Mentoring Programs in Academia, makes a unique and needed contribution to the mentoring field as it focuses solely on mentoring in academia. This handbook is a collaborative institutional effort between Utah State University’s (USU) Empowering Teaching Open Access Book Series and the Mentoring Institute at the University of New Mexico (UNM). This book is available through (a) an e-book through Pressbooks, (b) a downloadable PDF version on USU’s Open Access Book Series website), and (c) a print version available for purchase on the USU Empower Teaching Open Access page, and …

Chapter 12- A New Vision For Promoting Equity And Inclusion In Academic Mentoring Programs, Assata Zerai, Nancy López

Making Connections

What are the pitfalls of conventional student, faculty, and staff mentoring programs? Despite good intentions, how might they negatively impact Black, Indigenous, and People of Color (BIPOC), as well as other marginalized faculty who are women, LGBTQIA+, Persons with Disabilities (PWD), or first-generation college students (e.g., grew up in household where no parent/legal guardian earned a four-year college degree in the United States or abroad)? How could employing an intersectional framework—attention to the simultaneity of systems of oppression and resistance—as inquiry and praxis transform student, faculty, and staff mentoring programs? This chapter examines the challenges and possibilities for advancing equity …

Chapter 13- Improving Mentoring Relationships And Programs Through Assessment And Evaluation, Laura Gail Lunsford

Making Connections

Chapter 13, Improving Mentoring Relationships and Programs Through Assessment and Evaluation, presents frameworks for deciding how to improve mentoring experiences. Assessment activities solicit feedback from or about the participants and focus on participant learning and in situ improvement opportunities. Evaluation efforts determine if the program achieved organizational goals. The chapter has four goals. First, the chapter clarifies the difference between assessment, evaluation, and research. Second, the chapter presents frameworks to guide assessment and evaluation efforts. Third, the chapter describes tools for assessment. Fourth, the chapter describes how to evaluate mentoring programs, what data to collect, when to collect it, …

Chapter 23- Advancing Institutional Mentoring Excellence (Aime): An Institutional Inclusion Initiative, Valerie Romero-Leggott, Orrin Myers, Andrew Sussman, Rebecca Hartley

Making Connections

The Advancing Institutional Mentoring Excellence (AIME) pilot project was created at the University of New Mexico Health Sciences Center to address concerns by faculty of color regarding feelings of isolation, lack of representation, and suboptimal retention. The purpose of AIME was to foster an institutional culture of belonging and rigorously evaluate best practices for mentoring faculty of color toward promotion and tenure. AIME used a reciprocal mentoring model, in which both mentors and mentees increased self-efficacy and skills through a structured series of exercises and encounters. Senior faculty mentors were matched with junior faculty of color mentees through an electronic …

Chapter 29- Conclusion, David Law, Nora Domínguez

Making Connections

Too often, formal mentoring programs are started at universities without thinking through and addressing the details needed for the program to succeed. As stated at the beginning, the primary purpose of this handbook is to provide a “one-stop shop” resource that guides program coordinators to be intentional and effective in designing, implementing, evaluating, sustaining, and funding their academic mentoring program. In this concluding section, we describe how this book’s chapters and case studies connect to form a comprehensive guide for program coordinators and other stakeholders. Making the chapter’s interconnections explicit makes a needed contribution to the mentoring field, particularly as …

Chapter 2- Recognizing Mentoring Program Identity And Applying Theoretical Frameworks For Design, Support, And Research, Mark J. Hager, Kim Hales, Nora Domínguez

Making Connections

Mentoring programs in academic settings take multiple forms depending on the population being served, the context in which they develop, and the purpose and outcomes to be achieved. This chapter identifies critical variables in choosing a solid theoretical foundation for designing effective mentoring programs and interventions in academia.

This chapter specifically addresses four clusters of theoretical frameworks that include psychosocial supports for mentoring, mentoring as a learning partnership, mentoring as career support, and developmental network theories that can be applied to careers.

This chapter is broken into four distinct sections. The first section outlines the process of identifying key components …

Chapter 6- The Mentoring Context: Securing Institutional Support And Organizational Alignment, James Y. Taylor, Greg Dart

Making Connections

A university’s mission and vision statements are the guiding documents that create a framework by which the institution can accomplish its goals. All university initiatives are tied back to that mission and vision, and alignment is essential for university support of bottom-up initiatives. No matter how mentoring is structured, one area that is essential is proper internal institutional support and alignment with the mission of the institution. Focusing on the context in which the formal mentoring program occurs, this chapter outlines the importance of executive support, mission and vision alignment, incentivizing participation for both mentors and mentees, and how mentoring …

Chapter 7- The Crucial Role And Responsibilities Of The Mentoring Program Coordinator, Michael A. Christiansen, Don Busenbark

Making Connections

Mentoring is a crucial part of personal and professional development in practically any environment, including higher education, industry, and private institutions, though the nature and methods of such mentoring may vary as much as the organizations themselves. Because institutions differ so much in their structures and needs, it is important that a dedicated program coordinator be assigned to define mentoring and spearhead the construction, implementation, assessment, and evaluation of any institutional mentoring program. This program coordinator should have enthusiasm for mentoring, effectively communicate program goals, and provide the training and resources necessary to implement an efficient mentoring model. Coordinators should …

Chapter 9- Defining Recruitment, Selection, And Matching Strategies, Paul Hernandez, Don Busenbark, Kim Hales, David Law

Making Connections

Chapter 9, “Defining Recruitment, Selection, and Matching Strategies” guides the program coordinator in recruiting mentors and mentees, selecting who will be in the mentoring program, and matching participants. The section on recruitment begins by emphasizing how the needs assessment, university vision, and program goals and objectives should align to create a clear vision and purpose for the mentoring program. It also describes how communication practices in various university ecosystems, rewards and incentives, and activities enhance enrollment. The section on selection delineates mentors’ positive and negative characteristics, exploring in-depth critical mentor communication skills and the characteristics of successful mentees. Finally, the …

Chapter 16- Becoming Awares: Mentoring Undergraduate Women In Engineering And Sciences, Shirley L. Yu, Arianna Black, Gönül Kaletunç

Making Connections

The Aspiration for Women’s Advancement and Retention in Engineering and Sciences (AWARES) mentorship program was designed to support women in science, technology, engineering, and mathematics (STEM) majors as they transition from their undergraduate degree programs to the workforce. The AWARES program was structured around topics relevant to women in STEM careers, including but not limited to interviewing and job offer negotiation, career development, navigating social dynamics in the workplace, and establishing and growing a professional network. Based in tenets of social cognitive theory, AWARES aims to use expert and group mentorship to increase young women’s self-efficacy for career-related soft skills …

Chapter 17- Mentoring Redesigned To Attract Entry-Level Students, Timothy Schroeder, Tara S. Hackel, Yadéeh E. Sawyer

Making Connections

Competitive and highly structured mentoring relationships between undergraduate students and professional researchers are often life-changing. However, such mentoring programs often have rigid qualifications and attract students who are already advanced in their educational and professional planning. The University of New Mexico (UNM) developed a program to shift the paradigm to attract entry-level students for whom “professional research” was still a new and daunting concept. By pairing these students with engineers and scientists at the Air Force Research Laboratory and Sandia National Laboratory, UNM was able to engage students in structured, low-stakes mentoring that helped shape their current understanding of research, …

Chapter 22- The Well-Prepared Adjunct: Peer Mentoring, Autonomy Supports, And Values-Based Pedagogy, Dionne Clabaugh

Making Connections

This mentoring program was developed to meet two needs in the School of Human Development: college alumni who applied for adjunct faculty positions lacked college teaching experience, and non-alumni applicants lacked pedagogical skill with nontraditional adult learners. This college is a Hispanic-serving institution with core values of inclusion, diversity, respect, and social justice. Their transformational, culture-centered pedagogy is grounded in seven faculty values that develop learner competence across five domains: development, diversity, communication, research, and growth.

The program meta-mentor describes how and why autonomy-supportive instruction (ASI), based on self-determination theory, is embedded into all elements of the adjunct faculty mentoring …

Chapter 26- Staff Mentoring And Development At Arizona State University, Karen Engler-Weber

Making Connections

Most university structures provide extensive mentoring and support for students and faculty, but the mentoring of university staff is often a neglected area within university systems, despite the clear need to support staff professional development, career advancement, and retention. At Arizona State University (ASU), the Commission on the Status of Women (CSW) has developed an extensive university-wide staff mentoring and development program model that pairs staff mentees with mentors, providing the space and opportunity for mentees to identify their strengths and consider their long-term career trajectory at ASU. Through mentoring, participants learn more about specific skills, university areas, and career …

Chapter 28- Networked Mentoring Programs: Targeted Developmental Relationships And Building A Broader Community, Valerie Paquette, Wendy Murphy, Susan Duffy

Making Connections

We introduce a targeted approach to mentoring programs that considers students’ developmental stage and fosters an inclusive mentoring community. Using the case study of Babson College’s Center for Women’s Entrepreneurial Leadership Mentoring Programs, this chapter will detail evidence-based effective practice in delivering high-quality mentoring across distinctive student populations as well as connecting students and mentor volunteers to one another to cultivate a mentoring community. We highlight three mentoring programs: the Undergraduate Near Peer, Undergraduate Professional, and Graduate mentor programs. Each program is designed to match student mentees with developmentally appropriate mentors who provide support tailored to their needs. The Undergraduate …