RTK Public Procurement "Mentorship Program Order" 2022-2024

The project involved designing and delivering two distinct mentorship programs between 2022 and 2024. Each program was 12 academic hours long, with an indicative schedule for groups agreed upon after contract signing. Feedback from each training session was analyzed, suggestions for improvement were made, and the training was adjusted for subsequent groups as needed. Practical study materials, including tools for independent development, were created for participants.

The development programs aimed to ensure that participants, as mentors, understand their role and influence, set and achieve learner-centric goals for the mentorship relationship. They learned to effectively use development-supporting questions and reflection forms. Participants acquired a toolkit for successful mentorship and methodological process implementation, including evaluating process effectiveness and applying key coaching skills.

Mentors also learned how to overcome potential obstacles in mentorship, became familiar with and applied various mentorship models or processes, and were prepared to plan, set goals, and effectively carry out the mentorship process. The training was funded by the 2014-2020 Cohesion Policy Fund operational program's priority axis 12 “Administrative Capacity”, measure 12.1 “Increasing state capacity through human resource development and improving institutional capability”, activity 12.1.1 “Human resource training and development” and/or state budget resources.

Training events were managed using the state employee self-service portal (RTIP). A total of 360 participants from 19 state agencies (agencies, ministries, municipalities) received certificates.

The project team included Merja Roostalu as project manager, and trainers Piret Lõuk, Lilian Saage, and Kaire Viil.

In 2021, HR managers of state agencies highlighted the need for a mentorship program. Internal mentorship is often part of the onboarding process for new employees in many organizations. Practices vary, coordinated both formally (e.g., internal regulations describing the mentorship system) and informally (e.g., managers assigning mentors and agreeing on development support expectations). The goal is to support quick and smooth integration into roles and organizations with the help of an experienced colleague.

To enable mentors to provide an excellent employee experience and foster rapid adaptation and potential realization, it's crucial to understand how to build and maintain a partnership and achieve desired goals. Mentors require methodology and structure to effectively offer development support. The focus of onboarding support is primarily on guiding mentorship.

Additionally, agencies considered it important to support new managers in their transition into more responsible roles. It is crucial to offer internal development and self-realization opportunities and support career paths. However, a manager's role differs significantly from that of a top specialist, necessitating greater attention and support from the organization.

As a result of the procurement, two basic mentorship programs were developed. Both were concentrated programs conveying the most essential elements for a successful mentorship relationship. Through learning, participants understood their role, not seeking to create duplicates, but rather supporting and empowering the mentee's self-discovery and unique development journey. According to Bob Proctor, it is vital to see greater talent and potential in a person than they realize and help it unfold.