The self-assessment framework for ISMCP accreditation
ISMCP is of interest to all types of organisations looking to establish formal mentoring and coaching programmes and for those organisations that have an existing mentoring/coaching programme and wish to ensure it meets a globally accepted benchmark of good practice programme management. The ISMCP will ensure that mentoring and coaching programmes are systematically designed; professionally managed; and contribute to the strategic priorities of key stakeholders.
To undertake the assessment the formal mentoring/coaching programme will need to have completed a full cycle. This means that the whole programme will have been delivered at least once and will, therefore, enable evaluation by the applicant and the participants as well as providing full evidence to support the assessment process.
The six Core Standards are below, and are an extract from the full template that organisations seeking ISMCP accreditation will receive. The full template has examples of how they may evidence activity against each standard. Two main types of evidence are needed to complete the assessment: i) documents and ii) verbal accounts gained through an interviewing process.
1. Clarity of purpose
- The strategic drivers and objectives of the programme are clearly defined.
- The intended outcomes and benefits of the programme are understood by all the stakeholder audiences.
- Participants are encouraged and supported in developing their own purpose for participating in the programme within the overarching context of the programme.
2. Stakeholder training and briefing
- Stakeholders understand the concept of mentoring and/or coaching and their respective roles
- Participants are aware of the knowledge, skills and behaviours they need to apply in their roles as mentors/coaches and mentees/coachees and they have the opportunity to identify skills gaps
- Learning support is available throughout the participants’ involvement in the programme
- Training and briefing take into account the context and purpose of the programme, balancing the need for core skills and knowledge against the need for flexibility in the manner and timing of delivery.
3. Process for selection and matching
- Stakeholders understand the selection and matching methodology and criteria
- The matching process ensures the match fits the programme and provides sufficient learning opportunities for participants, as relevant to the programme
- Both mentors/coaches and mentees/coachees have an influence on whether they participate and their matched relationship
- There is a process for recognising and unwinding matches that do not work and for re-matching the participants, if they wish.
4. Processes for measurement and review
- There are robust measurement and review processes to evaluate the mentoring/coaching relationships, the programme and the organisational/strategic outcomes
- The measurement and review processes enable timely adjustments to be made to the programme
- A meaningful cost-benefit and impact analysis is in place appropriate to the organisational and sector context
- The measurement and review processes support the mentoring/coaching relationships through support mechanisms, including supervision.
5. Maintains high standard of ethics
- Roles and responsibilities of all stakeholders are clearly defined and communicated to all key stakeholders
- The programme adheres to clear guidelines on the behaviour and responsibilities of all stakeholders
- There is a process for recognising and managing conflicts of interest between stakeholders e.g. between mentors/coaches or mentees/coachees and the organisation.
6. Administration and support
- Participants receive sufficient support, continuing professional development and/or supervision throughout the programme
- Participants are supported beyond the programme where appropriate
- The programme is managed professionally and in accordance with the programme methodology and processes
- The programme methodology and processes are transparent and available to all key stakeholders.