PINs Leaders Roundtable Breakout Session - The Mentoring Partnership
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The document summarizes The Mentoring Partnership program, which matches skilled immigrant professionals with Canadian mentors. Some key details: - The program has matched over 10,000 mentees with mentors since 2004 to help mentees build professional networks and leverage their skills in Canada. - Mentees see improvements in their job search skills, understanding of the Canadian workplace, and ability to network, with 70% employed in their field after 6 months. - Over 6,500 mentors have participated, with 97% satisfied with their experience and reporting benefits like a better understanding of skilled immigrants' challenges. - The program involves orientation, a 4-month mentoring relationship supervised by a coach, and follow
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PINs Leaders Roundtable Breakout Session - The Mentoring Partnership
- 2. The Mentoring Partnership Launched by TRIEC in November 2004. Skilled Newcomer Professionals Canadian Professionals Mentors Mentees Occupation-specific mentoring relationships Reconnect Mentee with their career
- 3. โข 10,000 + mentoring matches to date over 1,250 / year โข 6,500 + mentors have joined and over 700 /year โข 25+ active employer partners โข 14 active service delivery partners โข 70% mentees are employed in their field at 6 months โข 97% of mentors were satisfied with their mentoring experience. Program Milestones
- 4. The Mentoring Partnership uses a simple, but powerful idea: To help job-ready skilled immigrants build their professional networks in Canada and better leverage their experience and skills in the local labour market.
- 5. TMP Video Mentoring Made a Differenceโฆ http://www.thementoringpartnership.com/newsevents/video-gallery/
- 6. Mentoring is a simple idea that helps immigrants: 6 โข Build their professional networks โข Improve their job search strategies โข Enhance their understanding of how their profession is practiced in Canada โข Familiarize them with Canadian workplace culture
- 7. โข Occupation specific partnerships help to reconnect skilled immigrant mentees to their career; โข Partnership is 24 hours over four months (1.5 hours/week); โข Decide on focus, pace, meeting locations and times; โข Meet face-to-face, online or via telephone โข Identify goals and draft action plan together; โข A mentee only gets one mentoring opportunity โข Each Mentor-Mentee pair is supported by a dedicated mentoring coach, training and How Does it Work? 7
- 8. 8
- 9. Menteeโs goal: Reconnect with their career What is success? Workplace Culture and understanding Canadian context of the occupation Information sharing on occupation and industry Networking and developing professional connections 9
- 11. Mentor Profile โข Willing to commit 24 hours over 4 months to mentor โข An established Canadian professional with a minimum of 3 years work experience โข Knowledge about the profession and industry e.g. labor market demands, industry trends and required Typical Mentoring Activities โข Mock interviews โข Cover letter and resume reviews โข Connect to informational interviews โข Attend industry or professional events together โข Share soft skills knowledge
- 12. Mentee Profile โข Newcomer to Canada (less than 3 years) or in academic or bridge program in their field; โข Internationally trained but lacks Canadian work experience and professional networksโ Job-Ready โข Credentials assessed and recognized โข High functionality in English โข Job-ready resume โข Minimum 3 years of professional work experience (mentees typically have 8-10 years of experience) โข Eligible to work in Canada
- 13. Mentee Suitability Criteria Applicants must be skilled immigrants who are job-ready with current skills and experience. They must also meet the following criteria: โข Legally entitled to work in Canada; โข Lived in Canada for less than three years and have limited or no Canadian work experience in their profession OR has re-engaged with their profession through academic training or bridging program within the past 2 years; โข Currently unemployed or underemployed i.e. not working in their field of expertise; โข Have English language skills to perform effectively in the workplace in their field (i.e. average CLB 7-8+); โข Have professional qualifications: a Bachelorโs Degree or equivalent post- secondary education and at least 3 years of international work experience in their profession; โข Be actively seeking work in their field.
- 14. Mentoring Readiness Criteria Mentoring is an intervention intended for job seekers who are job ready. To be ready for mentoring, an applicant must have: โข Employment skills; โข Job search skills; โข Supports; โข Appropriate attitude. Ensuring an accurate assessment is important to avoid frustration and wasted efforts for the mentee, mentor, and mentoring coach.
- 15. Composition of Mentee Pool 15 Finance, Accounting, Banking & Insurance 29% Business & Administrative 18% IT โ Software, Analysts, Web Development 14% Business Development, Retail, Sales, Marketing & PR 11% Engineering & Technical 9 % Education 3% Policy/Program Officers/Public Administration/Research 3% Health 3% Legal & Protective Services 3% Other - Trades, Transport and Equipment Operators and Related Occupations, Processing, Manufacturing and Utilities; Architects/Urban Planners/Surveyors Art/Culture/Recreation/Sports 3% Physical & Life Sciences 2% Social Work & Community Services 2%
- 16. Snapshot : Mar 2th 2015 Occupations of mentors/mentees waiting Mentors (+5 waiting) (Mentees Needed) # Waiti ng Mentees (+ 5 waiting) (Mentors Needed) # Waiti ng [A303] Other Business Services Managers 41 [C021] Biologists & Related Scientists 11 [B022] Professional Occupations in Business Services to Management 33 [C033] Electrical & Electronics Engineers 9 [A131] Sales, Marketing, and Advertising Managers 25 [C012] Chemists 9 [E022] Lawyers and Quebec Notaries 22 [A121] Engineering Managers 6 [A302] Banking, Credit and Other Investment Managers 21 [B531] Accounting and Related Clerks 6 [A112] Human Resources Managers 12 [C051] Architects 6 [E212] Community and Social Service Workers 11 [C163] Inspectors in Public and Environmental Health and Occupational 6 [B021] Specialists in Human Resources 10 [D313] Other Assisting Occupations in Support of Health Services 6 [A111] Financial Managers 10 [A373] Transportation Managers 5 [E022] Social Workers 9 [C034] Chemical Engineers 5 [E213] Employment Counselors 7 [E031] Natural and Applied Science Policy Researchers, Consultants, and Program Officers 5 [C071] Information Systems and 8 [E111] University Professors 5
- 17. Why Mentoring?
- 18. Behind the numbers: โข 1489 mentees reported to have obtained employment this year โข Many mentees were hired by our employer partners Mentoring: Impact *Reports Nov 1, 2013 โ October 31, 2014 Outcomes 2014 At 12 months After Mentoring Employed in their occupation or related field 76%+
- 19. Key Findings โขUnemployment decreased from 73% to 19% Nationally, 7% Toronto. โขAverage full-time earnings increased from $36,905 to $59,944 โขThe percentage of those working in their field increased from 27% to 71%. Additional benefits: โขSuccessful mentees find employment faster than the average newcomer. Most mentees find work in their field. โขStarting salaries (and future salary trajectory) are likely higher than those working outside their field of expertise and experience. โขMost mentees find permanent work. They likely receive employee benefits, increasing their effective earnings. ALLIES National Survey Copyright @2012 Accenture. All rights reserved. 19
- 20. Mentees indicated improvement in their knowledge/skills โข93% better understand the Canadian work environment. โข91% are better prepared for employment in their profession. โข90% have a better understanding of the interviewing and recruitment process used by companies in their field. โข90% feel their resume better reflects skills and qualifications โข89% can talk better about their skills and qualifications with confidence. โข86% better able to network effectively Survey Results: Mentees Mentees indicated improvement in their knowledge/skills that would lead to: โขImproved employment outcomes โขIncreased integration into the Canadian workforce 20Surveys of Mentees who complete partnerships from Nov. 1 2013- Oct. 31 2014
- 21. Survey Results: Mentors Mentors indicated their experience would lead to: โขIncreased hiring and retention of skilled immigrants in the workforce โขIncreased leadership and coaching skills development Mentors indicated improvement in their knowledge/skills โข97% better able to appreciate the talent and experience that skilled immigrants bring to the workplace โข96% can better assist immigrant professionals in adapting to the workplace โข96% understanding the challenges and barriers that skilled immigrants face in the labour market โข95% increased understanding of some of the differences in workplace norms and expectations among different cultures โข94% better able to motivate, coach and develop people 89 % more likely to interview and/or hire IEPs Surveys of Mentors who complete partnerships from Nov. 1 2013- Oct. 31 2014 21
- 22. High Rate of Satisfaction 2014 โข 94% of mentees were satisfied with their mentoring experience โข 98% of mentors were satisfied with their mentoring experience
- 24. โข Orientation Session: An onsite information session & Introduction for mentee and mentor: โRoles and Program Information โSharing of mentor support resources and tools โInteractive case discussions covering few mentoring situations. โขMentoring Coach: Support starts from Matching and continues through the relationship until 12 months after completion of the match. Online Resources: โขMentoring Handbook http://thementoringpartnership.com/handbook โขNew Mentoring Dashboard โ An online platform with resources, links, Mentoring Support 24
- 25. New dashboard โ Launched March 2013
- 26. Since its launch 1300+ mentors have participated in PD events: โขNetworking โขWorkshops โขWebinars โขOn-line courses Mentors can claim PD credits from HRPA and CPA. TMP Professional Development Series for Mentors
- 28. PD Credit Recognition - CPA PD Activity Hours that can be Awarded Mentors that complete the 24 hour mentoring partnership 5 Participation in Orientation session 1 Participation in a Mentor Networking Event 1 Webinar - Your Mentee and the Job Market โ Making the Connection 1 Workshop 1: Becoming the Mentor you Want to Be โ Effective Mentoring and Cross-cultural Competencies 2 Workshop 2: Solution-Focused Coaching Workshop 2 E-learning modules * to be developed 1 per hour
- 29. PD Credit Recognition - HRPA PD Activity Points That Can Be Awarded Mentors within a mentoring partnership 36 points based on a 24 hour relationship. Your Mentee and the Job Market โ Making the Connection Webinar 1.5 credits Becoming the Mentor you Want to Be โ Effective Mentoring and Cross-cultural Competencies Workshop 3 credits Solution-Focused Coaching Workshop 3 credits E-learning modules (to be developed) 1 hour = 1 credit
- 31. Partner Roles The Mentoring Partnership Service Delivery Partners deliver the program by matching mentors with skilled immigrants and supporting the mentoring relationship over four months. The Mentoring Partnership team at TRIEC manages the coordination of the program and supports the efforts of community and corporate partners to develop effective mentoring relationships. Corporate Partners promote the mentoring opportunity internally to staff and identify suitable, qualified mentors. Coaches Mentees Individual Mentors are recruited by service delivery partners. Corporate Mentors are recruited by corporate partners
- 32. TRIECโs Role โ TMP Staff The Mentoring Partnership operates as a program of TRIEC The TMP team has primary responsibility for: โข recruiting employer partners and managing employer partner relationships; โข providing co-branded marketing material; โข coordinating and delivering information and orientations sessions at employer partner sites; โข developing mentor support resources and professional development opportunities; โข managing the MentorMatch IT System and training partners on its use โข ensuring program quality and continuous improvement; โข providing aggregate reporting on program outcomes; โข convening partners.
- 34. Employer Partners Roles Support the program by: โข identifying an executive sponsor/champion; โข identifying a mentoring coordinator; โข participating in a planning discussion at the start of the mentoring cycle and review meetings; โข engaging and recruiting mentors within their organizations through at least one mentoring cycle per year; โข hosting on-site information and orientation sessions for their mentors โข generating recommendations for program improvement.
- 36. Service Delivery Partner Service Delivery Partners โข Organizations that provide employment services to skilled immigrants โข Obliged to adhere to and implement service delivery quality standards Service Delivery Managers/Coordinators โข Responsible for the delivery of The Mentoring Partnership within their organizations. โข Participate in TMP Managers Committees โ Quarterly. Coaches โข Are staff designated by service delivery partners they are key contact for the program to clients and coach both mentees and mentors during their matches. โข They enter all the data into the IT system which enables us to support, track and analyse the program impact.
- 37. Mentoring Schedule Registration Matching Orientation Mentoring Follow Up Recognition Coach follows up with Mentee for 12 months following the match Close Evaluation & Follow-Up 16 weeks Check-in with Mentoring Coach monthly Access to on-line mentoring resources and Mentor Professional Development Program Orientation of Mentor & Mentee Before the Start of Mentoring Occupation Specific Matching Mentor Match IT System Matches reviewed by Coach, mentor and mentee Mentees Register & Screened by Service Delivery Partner Mentors Register Online or with Employer Application Reviewed and Reference Check Mentors
- 38. Register / Contacts Mentors - To Register as a mentor go to online registration form http://www.thementoringpartnership.com/registe Or for more information to join as an employer partner contact: Monica BrennanI The Mentoring Partnership TRIEC, Senior Manager T: 416- 944.1946 x 263 Email: mbrennan@triec.ca Mentees - To Register as a mentee find out which partner is nearest you at http://www.thementoringpartnership.com/partners/ser Or for more information contact: Meena Sankaran I The Mentoring Partnership TRIEC, Program Delivery Coordinator
- 40. Q & A Contact: Monica Brennan, Senior Manager, The Mentoring Partnership Email: mbrennan@triec.ca www.thementoringpartnership.com Thank You
- 41. on Planning (December 2014 โ March 31, 2015) v3 41 Copyrightยฉ2014byTheBostonConsultingGroup,Inc.Allrightsreserved. Optimize To achieve more value with current resources Enable To ensure a sustainable model Grow To impact a greater number of mentees, mentors & partners Refined strategy developed to optimize & grow TMP 1 2 3 Enhancements to overall program Enhance marketing Increase funding Update technology Evolve organization Grow mentors Grow mentees Build national model โข Enhance curriculum and model, incl. networking (also shift mentor commitment ask) โข Streamline coach activities (reduce coach time per mentee to increase capacity) โข Streamline workflow & tracking (key milestones, address pairing issues earlier) โข Driver greater mentor retention (increase recognition, build community) โข Improve employment outcomes (e.g. offer EPs visibility into mentee talent pool) โข Grow current EPs and confirm targets โข Pursue high priority new EPs โข Fill eng/science/supply chain & other gaps โข Grow current SDPs and confirm targets โข Pursue new SDPs, immigrant associations โข Establish approach for underemployed segment โข Align on vision & areas for collaboration โข Identify partners, establish governance โข Confirm resource requirements โข Add/reallocate resources โข Update governance โข Support change mgmt. โข Address matching issues โข Determine future state IT platform incl. CRM โข Refine msgs, enhance materials & channels to EPs, mentors, mentees โข Establish & execute strategy to seek increased gov't funding (for GTA & nationally) โข Pursue new & diversified sources of funding (foundations, HNW individuals, corporations)
- 42. The five-year engagement is in its first year, BCG strategy completed SELECTSELECT PLANPLAN BuildBuild SCALESCALE ALUMNIALUMNI Pre-engagement Year 2 2015-16 Year 3-5 2017-19 Post- engagementYear 1 Strategy Implement ation Plan People (Hiring & Governan ce) Systems (Process & Controls) Brand (Sales & Marketing ) Resource Developm ent Reach Effectiven ess Measurem ent & Evaluation Resource Developm ent & Ongoing Operation s Coaching Communit y Membersh ip Measurem ent & Evaluation Resource Developm ent Support Prospect & Cultivate Applicatio n Process Due Diligence Review & Alignment Selection & Project Managem ent Today
- 43. 43 PINS Consultation 1. How can we support you to best refer your members to The Mentoring Partnership? 2. What have been barriers for you or your members in participating in The Mentoring Partnership? 3. In an idea world what would be the best way we could ๏ผ Work with you to support you in participating as a referral or service delivery partner? What resources would you need? ๏ผ Partner with you in the delivery of your mentoring programs?
Editor's Notes
- Here is a reminder of what mentors and mentees are committing to: Mentoring partnerships last for a period of four months; approximately 1.5 hours per week totaling at least 24 hours. Referrals for information interviews, networking or professional development events, job-shadowing or other learning opportunities count toward the 24 hours. We recommend face-to-face meetings at the beginning to build the relationship, and then you may continue online or via telephone depending on what is more convenient for both of you. Mentees and mentors decide the relationship focus, pace, meeting locations and times. Location and times for meetings are set based on mentor availability. Identify with your mentee their goals and how to accomplish these together. Keep in mind, your mentee is permitted to be in a mentoring partnership only once, so it is important that you maximize your experience.
- To see how the WIN model can be illustrated, Iโd like to introduce you to a mentor, Margaret, and her mentee, Mei. Both are professionals working in communications. Although Mei has 5 years of experience working for a multinational, she has been in Canada for 8 months and only had one job interview and no job offer. Her language skills are adequate enough to express herself appropriately and she has excellent professional experience. She is starting to feel frustrated and discouraged about the job search process.
- What is success? The WIN model helps define success. The overall goal of the program is to reconnect the mentee with their career in Canada. During the partnership, mentors share insights, ideas and networks which assist the mentee to develop an effective job search plan. The partnership focuses on: Workplace culture: mentors coach mentees about the nuances of the Canadian workplace (i.e. expectations on punctuality and attendance, performance evaluations, management styles). Information about the profession, industry, sector: mentors can share occupational trends, info about PD activities and key words to be used in resumes. Networking is often cited by mentees as one of the most valuable things mentors offer, along with encouragement and support. Mentees get skill development opportunities from agencies but rarely have the opportunity to meet someone who is practicing in their occupation in Canada. You can connect mentees to your colleagues, HR department, or others in your occupation. In your orientation kit and in the Handbook, you can find a list of suggested mentoring activities. Mentors: Success is NOT defined by your ability to find your mentee a job, but your goal is to support people in finding employment. Some mentors think they have failed if their mentee does not have a job by the end of the partnership. Success is measured by whether the mentee made progress in their job search. Toward the end of your mentoring relationship, you should review your progress and really celebrate successes.
- Assessing program suitability Mentees are allowed to participate only once in the program. A coach from a service delivery partner conducts an assessment to ensure that the applicant is eligible and mentoring-ready and is likely to benefit from a mentoring relationship. Step 4: The Screening Interview: selecting mentoring-ready candidates Coaches hold an in-person screening interview to: assess suitability and mentoring readiness; and orient the applicant to the purpose and objectives of the program and clarify expectations. Mentoring Readiness guidelines: To be ready for mentoring, an applicant must have: employment skills: a clear job goal and the skills, experience, credentials and language abilities required to succeed in that job job search skills: a job-search-ready resume, interview skills, networking skills supports: transportation, childcare, and other supports required to function at work appropriate attitude: readiness to act on constructive advice The screening interview is key to ensuring that mentoring is the right intervention for the applicant at the right time. The interview also serves to assist the potential mentee in reflecting on their professional background and goals for the mentor-mentee partnership. In screening mentees, it is important to keep in mind the purpose of the program and for whom mentoring is intended. Mentoring can make a positive difference for people who: are job-ready โ have strong, relatively recent experience in their field and have the necessary professional language skills; have good job search skills; and are willing to take constructive advice. Mentoring is not an appropriate program option for someone who: has been out of their field for a significant period of time without any recent bridging or upgrading; does not have market-ready language skills; and is not ready to accept constructive advice and support from a mentor. Use the mentee interview questionnaire to help structure an interview to determine if mentoring is the right intervention for the applicant at this time. Sharing the mentoring-readiness and the Mentee FAQs with the applicant during the interview may be helpful in guiding the discussion. Coaches will need to use their discretion in making a judgment about whether an applicant is in a position to benefit from a mentoring relationship. Coaches should consult a manager if they are unsure as to whether an applicant meets the suitability or mentoring-readiness criteria. Step 5: Referring unsuitable applicants to other services An applicant may meet the suitability criteria but may not be determined to be mentoring-ready. Some applicants may require further employment preparation supports (language, resume preparation, interview skills etc.) before they are ready to enter a mentor-mentee partnership. Coaches should refer these applicants to other appropriate services and then reconsider them for mentoring. Applicant profiles can be kept in MentorMatch for reconsideration at a later date. Applicants who do not meet suitability and/or mentoring readiness criteria: should be referred to other appropriate services. can be kept in MentorMatch and accepted for release into the matching pool at a later date. Step 6: Accepting suitable applicants Accepted applicants should: be oriented to roles and responsibilities of a mentee; review and sign Mentor-Mentee Participation Agreement; and be introduced to the MentorMatch IT System mentee dashboard and the Mentoring Handbook (available on www.TheMentoringPartnership.com and in MentorMatch) Mentee Participation Agreement Once a mentee is accepted into the program and before they are released into the matching pool, the coach orients the mentee to their roles and responsibilities as per the Mentor-Mentee Participant Agreement. The coach reviews the agreement with the mentee. One signed copy is retained by the mentee and one by the coach. Menteeโs roles and responsibilities: Mentees have roles and responsibilities in relation to both the mentor and the coach. In relation to the mentor, mentees are expected to: be proactive and participate actively in the mentoring relationship; maintain regular contact with their mentor and respond promptly to e-mails and phone messages; take initiative and follow through on suggestions and tasks; act in a tactful and professional manner when introduced to a mentorโs professional networks; listen and communicate actively; be open-minded and open to learning and taking constructive advice; and continue to conduct an active and independent job search. In relation to the coach, mentees are expected to: inform the coach if any circumstances change, such as address, contact information or employment status; follow up regularly to discuss progress and seek advice and assistance as needed; and review job search strategies with coach Step 7: Releasing new mentee into mentee pool for matching Before releasing a new mentee into the matching pool as per the instructions in the MentorMatch IT System manual, the coach must review the mentee profile generated from the mentee application form in the IT system to ensure that all information is correctly entered. Special attention must be paid to the NOC and NAIC codes entered for each mentee, as the IT system will generate recommended matches based on these codes. Coaches must ensure that
- HAND OUT: Mentoring Readiness and Mentoring Readiness Checklist Mentoring is an intervention intended for job seekers who are job ready. To be ready for mentoring, an applicant must have: Employment skills: a clear job goal and the skills, experience, credentials and language abilities required to succeed in that job. 2. Job search skills: a job search ready resume, interview skills, networking skills etc. 3. Supports: transportation, childcare, and other supports required to function at work 4. Appropriate attitude: readiness to act on constructive advice The goal of the assessment is to determine if the potential mentee is ready for mentoring.
- The great thing about the TMP mentoring program is that youโre far from being alone on the journey. There are many resources to support you. Letโs take a few minutes to look at them. Iโm going to take some time to navigate through the tools and resources that will help you fulfill your roles over the coming months. These are tools that have been built to assist the mentor/mentee partnership and provide ideas to get the most out of your partnership. However, they are only a guide โ you will probably find that the journey takes a course of its own, depending on the needs of the mentee. You are far from being alone on the journey. There are many resources to support you. The online downloadable Mentoring Handbook provides advice, tools and resources to support your partnership and equip you to get started (link on orientation kit). Other supporting resources include: The Mentoring Partnership Dashboard: www.thementoringpartnership.com/dashboard This is where you can update your profile and contact information Your mentoring coach: your coach is a resource where you can ask questions, seek guidance and troubleshooting help and a source for referrals to other programs for your mentee Own professional and personal networks Mentees also have various workshops available to them at the service delivery partners. Resources and workshops available to mentees at service delivery partners, professional development opportunities provided by the Mentoring Partnership The Mentoring Handbook has links to the service delivery partners where you will find up to date information on workshops and other services available. These are only a guide โthe journey will develop depending on the menteesโ needs.
- We will be hosting some of mentor PD series โ March 20th Round table Networking event Workshops Webinars Easy to register โ go online on the dashboard
- The Mentoring Partnership is delivered through a partnership of service delivery partners, corporate partners, and TRIEC. Service delivery partners are organizations that provide employment services to skilled immigrants. Corporate partners are employers who partner with TMP to provide sustained annual support to the program through the recruitment of mentors and support to the delivery of the program in the organization The Mentoring Partnership operates as a program of TRIEC. The Mentoring Partnership staff at TRIEC work in close collaboration with service deliver partners and corporate partners to ensure effective delivery of the program
- The Mentoring Partnership is delivered through a partnership of service delivery partners, corporate partners, and TRIEC.
- Service Delivery Partners Service delivery partners are organizations that provide employment services to skilled immigrants and are obliged to adhere to and implement service delivery quality standards as outlined in the Operations Manual and Quality Assurance Framework. Service Delivery Managers/Coordinators The service delivery partner managers are responsible for the delivery of The Mentoring Partnership within their organizations. Managers have the authority to decide upon and implement solutions to achieve quality standards in their respective organizations. Coaches: Coordination among coaches from the different TMP service delivery partners is maintained through a monthly coaches teleconference and through joint training and professional development provided by TRIEC staff. Corporate Partners Corporate partners are employers who partner with TMP to provide sustained annual support to the program through the recruitment of mentors and support to the delivery of the program in the organization. TMP builds relationships with employers to create awareness of and interest in The Mentoring Partnership program. Once employers agree to become corporate partners, TRIEC coordinates recruitment of mentors through on-site information sessions. TMP supports corporate partners in the development of recruitment events and marketing materials. Corporate Coordinator The coordinator is designated by the corporate partner and is responsible for executing the corporate partnerโs commitment to The Mentoring Partnership program. This normally involves coordinating events and activities in partnership with TMP on behalf of the corporate partner. TRIEC The Mentoring Partnership operates as a program of TRIEC. The Mentoring Partnership staff at TRIEC work in close collaboration with service deliver partners and corporate partners to ensure effective delivery of the program.The TMP