Mentoring research at the ͯÑÕÊÓÆµ has helped to shape the formation of a national mentoring infrastructure in England, and has informed and transformed multiple mentoring and mentor development programmes, nationally and internationally, replacing pathological, remedial approaches to mentorship with more developmental, non-evaluative approaches.
These advances have enhanced educators’ professional learning, development, effectiveness, wellbeing and retention, with resultant benefits for their learners, organisations and education systems.
Schools in England are legally required to provide mentors to trainee and newly qualified teachers, while mandatory or voluntary mentoring schemes exist for trainee, newly qualified and established professionals across multiple global contexts. However, despite evidence that mentorship can significantly enhance professional learning and development, work effectiveness, wellbeing and retention, the optimum benefits of mentoring are rarely realised.
Research led by the ͯÑÕÊÓÆµ's helped to explain why the root difficulties in under-resourcing, weak approaches to mentor selection and mentor-mentee matching, the lack of appropriate training for both mentors and mentees, and the absence of appropriate regulatory frameworks.
What is judgementoring?
Judgementoring is an excessively directive and judgemental form of mentoring typified by mentors’ over-reliance on a strategy of providing evaluative feedback on mentees’ ‘performance’.
Professor Andrew Hobson and Dr Angi Malderez coined the term ‘judgementoring’ for the practice, which they had seen caused by the misappropriation of mentoring to suit political agendas. Their research shows that judgementoring, and the widespread use of mentoring as a remedial strategy to address the perceived under-performance of teachers, impedes the development of safe, trusting relationships and, in turn, mentees’ willingness to seek mentors’ support for their professional development.
Judgementoring stunts mentees’ professional learning, impairs their wellbeing and, for trainee and newly qualified teachers at least, detrimentally impacts their retention in the profession.
What is the ONSIDE mentoring framework?
ONSIDE is a framework for successful and beneficial mentoring that can be used across all professional development. Research by Professor Andy Hobson showed that the benefits of mentorship will tend to be maximised where mentoring is:
- Offline (i.e. separated from line-management),
- Non-judgemental,
- Supportive,
- Individualised,
- Developmental and
- Empowering.
The ONSIDE acronym also helpfully emphasises the importance of a mentor being on their mentee’s side through acting as confidant, ally and advocate.
In contrast to remedial, evaluative, and directive models of (judge)mentoring, mentoring was reconceptualised as a collaborative, non-judgemental and progressively non-directive strategy for promoting professional development and wellbeing, providing a safe space for mentees to access support from ONSIDE mentors, without fear of repercussions.
Professor Hobson and his colleague Professor Bronwen Maxwell (Sheffield Hallam University) have mapped out a broader ‘mentoring substructure and superstructure’ that can provide optimal support for mentorship from the organisations that they serve. This centres on a strong organisational commitment to mentoring, and requires a supportive mentoring superstructure, which comprises elements of the wider educational, social, economic, cultural, political and ideological contexts that together provide favourable conditions for establishing and maintaining effective mentoring substructures.
The ͯÑÕÊÓÆµ’s mentoring research has contributed to the development of a national teacher mentoring infrastructure in England. The ONSIDE and mentoring substructure and superstructure frameworks have become core features of a new Education and Training Foundation Mentoring Framework and associated Mentor, Mentee, and Organisational Leader Guides for the Further Education sector. The ONSIDE mentoring framework is also used, for example: by the UK’s flagship Institute of Education, at University College London; by Vilnius University (Lithuania), in a three-year pilot NQT induction programme hosted by the National Agency for Education; in a faculty mentoring scheme at Eotvos Lorand University (Hungary); the Kenya Institute of Curriculum Development (KICD), in its development of a national Teacher Education Curriculum Framework; the Gatsby Charitable Foundation, in the development of online mentor training for employers providing industry placements for students following T-level qualifications; and many other universities nationally and internationally, including Trinity College Dublin, University College Dublin, the University of Nottingham, and the University of Oslo.