What we did?
In January 2023, we commenced reciprocal mentoring pilot with 10 staff. The group represented a variety of roles across the NHS Trusts, VCSE and the Integrated Care Board (ICB). The pilot ran from January to November 2023. Delivery included an initial training session, with materials co-produced with our neurodivergent colleagues to ensure that they were accessible. All colleagues completed an ‘about me profile’ sharing some information about themselves and how they prefer to work and communicate. Learning Partners then met throughout the pilot, attending a mid-review in July and final review in November.
Why did we do it?
Having a diverse workforce and supporting our staff to be their best at work and flourish is a key priority. Through our work on inclusive recruitment and through feedback at different forums across the Partnership, we were hearing feedback from our neurodivergent colleagues about challenges they face in their daily work life. There was also a lack of awareness about reasonable adjustments that can be easily implemented to support colleagues. One tool to tackle the culture change needed to support this cohort and to influence change, is reciprocal mentoring. This gives staff the opportunity to work with a more senior learning partner and share their experiences and challenges, and it gives the senior leader the opportunity to gain a better insight into how to support staff.
Impact
The pilot evaluated well and some of the partners are continuing to meet on a regular basis.
Nadine Rooney said:
“I felt really listened to, and able to explore some of my challenges in detail such as how having low energy levels or attempts to multi-task, being overwhelmed impacted my work further. This approach is so much more than the usual coaching style and the development aspects, both on an equal footing learning from one another, I would encourage everyone to take part whenever it is offered."
The full evaluation is available to read here, but in summary colleagues reported the following:
- They valued the opportunity to be open, honest, share experiences and to raise awareness about neurodivergence strengths and support needs in the workplace.
- Learnt more about to work effectively with neurodivergent colleagues.
- The learning influenced senior leader’s strategy and approach and changed their personal behaviour.
- Senior colleagues gained insight into how run meetings differently to support neurodivergent colleagues.
Alison Kenyon said:
"The impact of sharing our skills and different traits has impacted significantly on both of us. I now have a far greater understanding of ADHD has on someone else’s life and what reasonable adjustments they should expect from colleagues and in the workplace."
Learning
We heard feedback about how to make the training more applicable which we will work on for future cohorts. We also saw the value in having more facilitated sessions of the pairs and peer support arrangements between the colleagues. These simple steps could be incorporated into the future programmes. One question from the group, was why focus just on neurodiversity - should the offer be wider?
Whilst the group saw the value in this, they felt that this could potentially dilute the benefits of the focus on neurodiversity. It was agreed that the programme should continue to focus on neurodiversity, but with more of an intersectional lens. This cohort was predominantly white and spoke English as their first language with mixed gender representation. Consideration should be given for future cohorts to be neurodivergent but include representation across other protected characteristics. The training will be adapted to also include this focus.
We’re currently finalising the training resources and will be launching these soon. If you would be interested in implementing reciprocal mentoring in your organisation, please contact sonya.