Exploring The Impact Of Voluntary Business Mentoring On .

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Exploring the impact ofvoluntary business mentoringon young entrepreneurs

AcknowledgementsLongstanding partner Accenture has provided valuable support to growand strengthen the global network of Youth Business International (YBI).Its Skills to Succeed corporate citizenship initiative aims to equip threemillion people by 2020 with the skills to get a job or build a business,and over the last two years alone, we have worked together to skill morethan 23,400 young people. A key aspect of our partnership is buildingthe capacity of YBI members around the world in core capabilitiesincluding mentoring, training and access to finance. This research report,supported by Accenture, will help us to better understand the impact ofour voluntary business mentoring approach on young entrepreneurs, andto use the lessons learned to raise standards in this field.The Skills to Succeedcorporate citizenshipinitiative aims to equipthree million people by2020 with the skills to geta job or build a business.Support to this publication has also been provided by the MultilateralInvestment Fund of the Inter-American Development Bank as part of itspartnership with YBI on the Youth Entrepreneurship Program (YEP) forLatin America and the Caribbean.YBI would also like to thank the research team at Middlesex UniversityBusiness School and the Centre for Enterprise and Economic DevelopmentResearch: Dr Julie Haddock-Millar, Dr Leandro Sepulveda, Dr Robyn Owen,Ms Chandana Sanyal, Prof Stephen Syrett and Mr Neil Kaye.Over the last two yearsalone, we have workedtogether to skill more than23,400 young people.Additional thanks go to all the YBI member organisations whoparticipated in the research, in particular those who provided in-depthcase studies: Fundación Impulsar, Argentina; Acción Emprendedora,Chile; Bharatiya Yuva Shakti Trust, India; Youth Business Poland; YouthBusiness Russia; Youth Business Spain; NyföretagarCentrum Sweden, andEnterprise Uganda.02

Contents04Who We Are06Foreword: Anita Tiessen, CEO, Youth Business International08Executive Summary13The Youth Business Mentoring Landscape16The Research Approach18Key Findings21Case Studies29Lessons Learned32Next Steps03

Who We AreYouth Business International (YBI) is a global network of 56 expert organisationsin 52 countries, helping underserved young entrepreneurs turn their ideas intosuccessful businesses, create jobs and strengthen their communities.Since 2014, we have supported95,102young peoplein starting or growing a business by delivering a range ofentrepreneurship support services, from mentoring and training toaccess to finance and other business development tools.We’ve helped startWe’ve strengthenedWe’ve tingbusinessesyoung people withentrepreneurship training04

Our vision is that youth entrepreneurship is recognisedfor driving sustainable economic development around theworld, creating jobs and strengthening communities. Weequip young people with entrepreneurial skills by workingwith leading organisations in youth entrepreneurship,providing individual mentoring support throughtrained business mentors, and through specialisedentrepreneurship training.By working together as a network, we maximise ourcollective impact, enabling our members to scale theiroperations to deliver effective support to more youngentrepreneurs every year.Between 2017 and 2025 we aim to help onemillion young entrepreneurs start, strengthen andgrow sustainable businesses.Our partnership with Middlesex UniversityThe research in this report was conducted by Middlesex University, whichwas commissioned by YBI in 2015. The university is a well-established,thriving institution with campuses and facilities around the world. It is hometo the Centre for Enterprise and Economic Development Research (CEEDR),a leading academic research centre specialising in entrepreneurship andsmall and medium-sized enterprises (SMEs), and also the Department ofManagement, Leadership and Organisations (MLO), which has a groupof academics who specialise in mentoring, coaching and leadershipdevelopment. MLO has a long-established record in mentoring research andpractice. Both departments were integral in developing this report.05

ForewordAnita TiessenCEO, Youth Business InternationalYoung people are critical to future economic global development. Their ideas and innovations have the potentialto help local communities – and beyond – grow and thrive. But with 66 million young people currentlyunemployed across the world, this potential is not being realised.Of those that are working, many are trapped in a cycleYBI commissioned the University of Middlesex to carryof poverty that they don’t earn enough to escape.out this important longitudinal research to betterAt YBI, we believe that empowering young peopleunderstand the impact of its voluntary businessto succeed in running their own business is part ofmentoring approach on young entrepreneurs, andthe solution. Young entrepreneurs create new jobsto use the lessons learned to raise standards in thisand shape local economies, and when equipped withfield. It confirms our expectation that for many youngentrepreneurship skills they are better able to navigateentrepreneurs, mentoring is just as important – ifthe challenges of the ever-evolving job market.not more important – to their success than financialsupport. More than this, the data demonstrates thatWe believe that mentoring is a fundamental componentYBI’s mentoring is addressing substantial barriers toof the support given to young entrepreneurs. Ourentrepreneurship and is having a significant impact oncommitment to mentoring sees young entrepreneursmentees’ personal and professional development.paired with an experienced volunteer business mentorto guide them through the challenging early stages ofWe hope this work will be a valuable contribution toestablishing a business.global learning on this topic and will help shape moreimpactful mentoring programme design so that inYBI has more than 52 members around the worldfuture even greater numbers of underserved youngthat have together built up a vast body of knowledgepeople can successfully develop both their businesseson running successful mentoring programmes, aidedand themselves.by our sector-leading methodology and tools, andsupported by an incredible community of 14,000mentors.06

YBI has more than 52 members around the world that have togetherbuilt up a vast body of knowledge on running successful mentoringprogrammes, aided by our sector-leading methodology and tools,and supported by an incredible community of 14,000 mentors.07

Executive SummaryEquipping the entrepreneurs of tomorrowYoung entrepreneurs are vital to global economic development. They are helping to shape the economies of thefuture, to ensure sustainable growth and to guarantee prosperity in both their home countries and further afield. Butwith millions of unemployed young people around the world, their potential is going unrealised.Youth Business International (YBI) is a global network of 56 organisationsin 52 countries supporting underserved young people to turn their ideasinto successful businesses, creating jobs and strengthening communities.Since 2008 YBI has supported over 40 member organisations around theworld to start, build or strengthen their mentoring programmes for thebenefit of the young people we serve.This incredible rate of growth of mentoring in the network has ensured we have a richand diverse range of programmes and experience to draw on. It also means that nowis the time to reflect on how far we have come, and what we will need to do to supportthe next stage of mentoring development.The value of mentorshipWe define voluntary business mentoring as personalised support that helps youngentrepreneurs develop their abilities and insights as they start and grow their ownbusiness.Through one-to-one, bespoke support, mentees are able to access skills and resources,develop their leadership abilities and foster professional connections. A good mentoringrelationship will also help young people develop confidence and resilience, betterequipping them to navigate the challenges of today’s rapidly changing job market.08

Exploring the impact of voluntary business mentoringThis report summarises the key findings of a two-year longitudinal study, undertaken in partnership with MiddlesexUniversity, into the influence of voluntary business mentoring on young entrepreneurs. The research explores youngpeople’s business start-ups and development, as well as their personal development and entrepreneurial journeys.It aims to:Understand the impact of voluntarybusiness mentoring on mentees, theirbusinesses and their mentors.Determine recommendations that willhelp YBI raise standards across itsnetwork and continue onwards as aglobal leader in this field.The research team distributed 1068 surveys tomentoring programme participants across 42 countrieswithin the YBI network between February and March2016 (Phase 1) and again as a follow-up between Julyand October 2017 (Phase 2).By surveying the same participants 18 months later,the team were able to assess how the mentoring modeland mentor-mentee relationships had evolved andimproved over time. Eight YBI members from around theworld then took part in case study research, outlined inthe detailed report.09

Key findingsOur findings consistently demonstrate that voluntary business mentoring has an importantand beneficial impact on mentees’ personal and professional development, and that it is makingsignificant strides in helping young entrepreneurs achieve their goals. The research revealed that:Phase 274%Phase 160%In Phase 1, 60% of mentees reported that their businesses were growing as a resultof the accelerator role that mentoring played. In Phase 2 this increased to 74%.Phase 278%Phase 137%In Phase 1, 37% of mentees said their turnover had increased during theirmentoring relationship. In Phase 2 this increased to 78%.Phase 154%Phase 265%Of those that reported an increase in turnover, 54% of mentees in Phase 1attributed this to their mentoring relationship. In Phase 2 this increased to 65%.10

57%57% of mentees during Phase 2 said their business improvements would not havehappened at the same speed or scale – or at all – without their mentoring relationship.The effectiveness of support offered by mentors increased considerably between Phase 1 and Phase 2,indicating that mentoring allows individuals to develop powerful, trusting relationships which facilitatelonger term, deeper impacts. Mentees stated their mentors were best able to help them with:Phase 158%Phase 274%Greater confidence in running a businessPhase 156%Phase 272%Improved decision-makingPhase 150%Phase 274%Developing an existing businessPhase 156%Phase 271%Understanding personal strengthsand areas for development11

Lessons learnedMentoring programmes across the network varyLooking aheadsignificantly, however there are a number of sharedTo achieve our goals, YBI will:principles for effective programmes: A clear programme management structure An effective mentoring programme manager atINNOVATE and invigorate ourmentoring programmes, keepingthe helm A well-designed mentor-mentee matching processthem at the cutting edge and keeping Initial training and preparation to engage inmentors engaged, thereby harnessingmentoring, for both mentors and menteesthe full potential of entrepreneurs. Proactive, ongoing support for mentees, mentorsand programme managers Regular reviews to continually evolve theMAXIMISE the scale and reach of ourmentoring programmes in order toprogramme Shared opportunities and ideas to allowbenefit more young entrepreneurs.programmes to flourishThere is also evidence of mentors developing andbenefiting through the experience, confirmed byADVOCATE for the value of mentoringtheir ongoing engagement with volunteer mentoringby sharing what our members do best.activities, networks and business activities.Young people across the world deserve the chance to succeed. YBI is building a mentoringmovement that harnesses the power of personal connection and professional support tobenefit thousands of underserved young entrepreneurs around the world.Join us as we refine and expand our efforts to achieve an even greater impact on younglives now, and long into the future.12

The Youth Business Mentoring LandscapeOver the last 10 years, YBI has helped over 40 member organisations around the world start, build orstrengthen mentoring programmes for young entrepreneurs. We work with more than 14,000 mentors whosupport young, underserved people eager to make their mark in the world of business. Yet despite this cleardemand for youth mentoring, research into its impact on entrepreneurship is remarkably scarce. Hence thisreport. We know voluntary business mentoring works, so it’s time to drill down into how and why.Barriers to entrepreneurshipThe research that does exist consistently demonstrates20that young entrepreneurs face a significant number ofdisadvantages, including:Helped over0840 member organisations. Absence of an entrepreneurial ecosystem Lack of supporting infrastructure Access to financial capital Access to institutional support Access to information and professional advice Access to education and technical training Acquisition of skills Self-management including exploratory andmentoring programmesexploitative learning Access to markets Access to networks and alliancesWorked with more than. Access to role models14,000However, studies show that youth mentoringsubstantially mitigates these challenges as mentorscan support by: i) being positive role models; ii) actingmentors who support young,underserved peopleas guides to local ecosystems; iii) raising awarenessof relevant opportunities or information; iv) helping togrow or make better use of own networks; v) drivingmotivation and offering critical support throughchallenges.201813

Entrepreneurship across demographicsExisting research also indicates that mentoring contributes to personal andprofessional growth regardless of the size of business, stage of development,sector or discipline involved. Some mentees are running micro enterprisesfrom their homes, while others run international businesses with over 50staff members. Some mentees are just starting out, while others might havebeen in business for more than 20 years.This is particularly pertinent as studies indicate that micro, small andmedium-sized enterprises (MSMEs) comprise 90% of all jobs in developingcountries1. Additionally, during the last 10 years the number of MSMEs has90%MSMEstripled in these regions, compared to high-income countries.The meaning of mentoringThere are many definitions of mentoring. Historically, it has been classedas a relationship between an older, more experienced mentor, and ayounger, inexperienced protégé. Other definitions classify it as the processof overseeing someone else’s career development, or helping an individualmove from one stage of their professional life to another.YBI has its own, clear definition of voluntary business mentoring, andapplies it at all levels of its work, including this report:“Voluntary business mentoring is personalised support in helpingyoung entrepreneurs develop their abilities and insights as theystart and grow their own business.”The YBI mentoring approachRecent doctoral research indicates2 that individual mentoring relationships can be quite varied innature. However, this research highlights the importance of initial training for mentors and ongoingsupport for mentor development as key to the success of mentoring relationships.12Gender at Work, A Companion to the World Development Report on Jobs cument/Gender/GenderAtWork web.pdf)Westland, P. R. (2016) Insights into the Determinants Towards Building Successful Dyadic Mentoring Relationships (unpublished doctoral thesis)14

Building upon this knowledge, and in response to a growing need within our network to meet the challengesexperienced in delivering a quality mentoring programme, YBI’s approach aims to: Help members who are at the start of their mentoring journey. Help members who are engaged in restructuring their mentoring programme. Provide a baseline to members to review their mentoring programme.Ten stages to implementing a mentoring programmeMentoring programme design is regarded as a key component of a successful mentoring programme, thereforethe framework has been structured to reflect a typical programme lifecycle, from the planning phase through tothe full implementation of a mentoring programme. Organisations will cycle through the process as they roll outtheir programmes, but its end-to-end structure enables programme managers to choose the most relevant contentdepending on the stage of the scheme.However, the framework on its own is not enough to guarantee a successful mentoring programme. This is why ourteam of professional mentoring consultants work one-on-one with our members through the programme creationprocess, and why we nurture new and existing partnerships with academic experts, who deliver expertise through aseries of workshops and coaching sessions at our annual masterclasses.It’s also why we’ve invested in this research, which aims to bridge the aforementioned knowledge gaps, while helpingus to continue to evolve and improve our approach to voluntary business mentoring. By contributing to good practiceand supporting those interested in voluntary business mentoring, we’re best positioned to remain leaders in the field.15

The Research ApproachThis research applied a mixed-method case study approach. Large longitudinal quantitativesurveys were combined with smaller-scale qualitative in-depth interviews in order tounderstand the impact of voluntary business mentoring on mentors, mentees and theirbusinesses within their specific context, including changes over time. The study wasimplemented in the following stages:1. Desk studyFirstly, we conducted a desk-based study exploring relevant academic literatureand empirical evidence relating to mentoring, entrepreneurship and underservedyouth. This initial work informed the development and refining of the overarchingmethodological framework and data collection instruments.2. Global programme manager surveyNext, a global survey was distributed to the voluntary business mentoring programmemanagers of all network members (n 42).3 The survey comprised questions on theprofiles of the organisation, programme managers, mentors and mentees, as well asmentoring activities and entrepreneurial outcomes.3. Case studiesEight member institutions were then selected as case studies. The case studycountries covered a diverse range of geographical regions, income levels, voluntarybusiness mentoring delivery models and stages of programme evolution.43All survey instruments were piloted with selected members before full roll-out.4Case studies were conducted for members from the following countries: Argentina, Chile, India, Poland, Russia, Sweden, Spain and Uganda.16

4. Mentor-mentee survey for eight case study membersFor all members participating in the case studies, an online self-completion survey wasconducted with mentors and mentees (n 1654 across both Phase 1 and Phase 2). Thesurvey aimed to generate standardised profiling of mentors and mentees, as well asmeasuring the inputs and outputs of voluntary business mentoring.5. Qualitative interviewsFollowing the survey, 272 in-depth semi-structured interviews (across Phase 1 andPhase 2) were conducted with mentees, mentors and key stakeholders in order tounderstand how voluntary business mentoring approaches take place and how theylead to particular outcomes, such as entrepreneurial success.6. Follow-up data collectionApproximately 10 months later, a second round of surveys with programme managerswas conducted, as

a leading academic research centre specialising in entrepreneurship and small and medium-sized enterprises (SMEs), and also the Department of Management, Leadership and Organisations (MLO), which has a group of academics who specialise in mentoring, coaching and leadership development. MLO has a long-established record in mentoring research and

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