Mentoring of Senior Women Engineers Experiences and Lessons Learnt Louise Round Aurecon ICWES 20 July 2011
Jun 25, 2015
Mentoring of Senior Women Engineers
Experiences andLessons Learnt
Louise Round
Aurecon
ICWES 20 July 2011
Office locations
Outline
• Why did Aurecon mentor its Senior Women?
• What did Aurecon do?• Key outcomes• Successes of the program• Mutual Mentoring
Why did Aurecon Mentor its Senior Female Executives?
• Provide a bigger pool of potential female board members
• To save AUD1.8 million per annum
What did Aurecon do?
• Aim of the Senior Female Executive mentoring program
• Program phases
1 Pairing
3 Mentoring tips
5 Monthly meetings
7 Review
2 Invitation
4 First meeting
6 Mid term feedback
Expected outcomes
• Aurecon’s program
– Detailed information for participants
– CEO support
– Constraint on the program
• Assisting Executive women in their development
• Increased visibility with the senior leaders
Key outcomes – mid program
• All mentees had benefited
• Exposure to the senior leader
• Strategic view of their career.
Key outcomes – End program
• Mentees
– Receiving advice
– Directly receiving information
• Mentors
– Happy to continue
• Recommendations
Successes of the Program
• Exposure to the Board Members
• Lessons learnt
– Sufficient training
– Networking opportunity
Mutual Mentoring
Female Staff as a Percentage of all Staff
NZ Public Service
All Staff
2010
Aurecon
Professionals2011
Overall Organisation 58.7% 17.3%
Public Service – All Managers
Aurecon Level 5 and above
47.4% 12.8%
Public Service – Senior Mgmt (CE + Tier 2 & 3)
Aurecon Level 7 and above
39.8% 7.2%
Public Service Chief Executive
Aurecon Executive Level 9 and 10
16.1% 2.2%
Mutual Mentoring - continued
• Each participant is both mentor and mentee
• Professions where balanced numbers of men and women graduate but few are in Senior Management positions
Conclusions
• Mentoring of Senior Female Executives achieved its aim
• Potential for mutual mentoring
Any Questions?