Queen Mary, University of London Reciprocal Mentoring Scheme Information and Guidance Document

Reciprocal mentoring involves a mutually beneficial relationship where each partner learns from each other, hold each other accountable and supports their professional performance. It is a non-hierarchical relationship specifically designed for the mutual exchange of information. In reciprocal mentoring programmes, a strong emphasis is placed on deepening understanding of each other’s perspective and sharing personal experience for a learning exchange. 
 
Reciprocal mentoring provides a tangible way to enable majority groups to better understand how diverse staff have to navigate a particular workplace. Research on reciprocal mentoring has shown the following benefits of reciprocal mentoring; 

• Attract, retain and engage high performers 

• Upgrade employee skills and knowledge 

• Foster a collaborative environment 

• Promote diversity of thought and style 

• Develop leadership talent 

• Develop a line of succession 

Within the pilot scheme, participants will be equal partners, each taking the role of mentor.  

The Reciprocal Mentoring Scheme aims to support Queen Mary’s strategic EDI ambitions, as outlined in Strategy 2030 and the Culture & Inclusion Enabling Plan by;   

• Fostering leadership development through pairing senior leaders with emerging talent, helping to address the underrepresentation of diverse colleagues in senior academic and professional services roles 

• Enhancing leaders understanding of the lived experiences of diverse staff, while creating a mutually beneficial mentoring partnership 

• Providing diverse colleagues with a dedicated platform  to strengthen their career goals and gain personalised career advice from senior leaders 

• Promoting a culture of mutual-learning, encouraging two-way conversation and open dialogue on inequalities in Higher Education  

• Highlighting Queen Mary’s senior leaderships commitment to staff development and positive action, offering a meaningful avenue for sponsorship  Create a stronger sense of belonging, where colleagues feel able to bring their authentic-selves at work  

• Responding to Queen Mary’s Staff Survey feedback by expanding opportunities for honest cross-level conversations, supporting a deeper shared understanding of how diverse colleagues navigate the workplace  

As part of the pilot phase, 12 reciprocal mentoring partnerships will be established - involving 12 senior mentors and 12 diverse mentors. 

Senior Mentors 

Senior mentors will be drawn from Queen Mary’s senior leadership community. Eligible participants include members of the Senior Executive Team (SET or colleagues who report directly to a SET member). 

Diverse Mentors 

Diverse Mentors can be either academic or professional services colleagues who self-identify as being from an underrepresented group, for example in relation to race, disability, gender, sexual orientation, or other protected characteristics. We particularly encourage colleagues who are members of Queen Mary’s recognised EDI Staff Networks to engage with and participate in the scheme. This includes; 

• Disability Staff Network 

• Gender Equality Staff Network 

• Menopause Staff Network 

• Parents & Carers Staff Network 

• Race Equality Staff Network 

• QMOut (LGBTQIA+ Staff Network) 

This reciprocal mentoring scheme reflects the university’s commitment to supporting the development of diverse staff and addressing the underrepresentation of colleagues from under-represented groups in senior Academic and Professional Services roles. 
 
AdvanceHE notes that higher education institutions thrive when they draw on the full talent of their communities and ensure equal access to opportunities. Lasting change therefore requires meaningful action to tackle inequality. 
 
A core strength of this scheme is its focus on reciprocal learning. It enables senior leaders to gain deeper insight into the experiences of diverse colleagues, while providing participants from under-represented groups with a platform to share their perspectives, aspirations, and expertise. This scheme brings together senior leaders dedicated to advancing equality and inclusion with colleagues whose diverse knowledge and lived experience enrich our community. 

The Reciprocal Mentoring Scheme focuses on three core strands;

a) Setting goals: Collaboratively defining what each participant aims to achieve and developing a clear plan to reach those shared objectives.

b) Mutual learning and sharing experiences: Fostering a safe, non-judgemental environment where participants can openly share experiences, exchange knowledge, and navigate professional challenges together. Participants are encouraged to share only what they feel comfortable sharing; there is no requirement to disclose any personal information or experiences. 

c) Being your authentic self: Encouraging self-awareness and personal growth by creating opportunities for reflection, insight, and deeper understanding - helping participants explore their perspectives on both challenges and opportunities  
 
To enable these core strands, it is expected that participants will: 

• Act as equal partners and approach the partnership with openness and a willingness to learn from each other’s perspectives  

• Maintain confidentiality and mutual respect throughout the mentoring relationship, role modelling Queen Mary’s Values 

• Take ownership of their mentoring experience by setting clear objectives and sharing these with their mentoring partner 

• Mutually direct the focus and content of their mentoring sessions to ensure discussions align with their personal and professional development needs 

• Commit to attending the training session to ensure they are fully prepared to participate in the scheme  

• Take responsibility for arranging and attending regular mentoring meetings, with senior mentors expected to take the lead in scheduling these sessions 

• Provide feedback on their experience to support the ongoing development and improvement of the scheme 

• Contribute to internal communications by sharing reflections or success stories, helping to raise awareness of the scheme’s value and impact to help attract potential future participants.  

To ensure a meaningful and impactful experience for all participants, the EDI Team will conduct a measured application and matching process.

Application

Applicants will complete a short online form outlining; 

• Their motivation for joining the scheme 

• What they hope to gain from the experience 

• The perspectives and lived experience they can bring to a reciprocal mentoring partnership 

Matching 

• Partnerships will be matched to create productive and mutually beneficial pairings 

• Decisions will be based on information provided in applications 

• We will seek to pair participants with mentors who can offer a range of relevant lived experiences 

• Applicants will not be matched where a direct reporting line or close working relationship exists, to support cross-institutional learning 

Application review 

After the deadline, applications will be reviewed and pairings confirmed by; 

• Members of the EDI Team 

• A member of the Human Resources Leadership Team 

• A Faculty EDI Lead 

• The Vice-Principal for Policy & Strategic Partnerships 

Notificant and onboarding 

• Once pairings are confirmed, participants will be notified and invited to the programme training session and launch event.

If an applicant is not matched 

• Scheme coordinators and colleagues in Organisational & Professional Development will explore alternative mentoring options outside the scheme, where individual wishes to do so. 

Duration

Each mentoring partnership will last 6 months, beginning from the date of the first mentoring session. This is to provide participants with the time and space to build productive and meaningful mentoring relationships and achieve their individual development goals.  

Preparation and Launch

To support participants feel prepared for their mentoring relationship, a training session will be included as part of the launch. This will be designed to prepare participants for their mentoring experience and will cover topics including; 

• Clarifying individual aims, objectives, and expectations for the programme 

• Maximising the value and impact of a reciprocal mentoring relationship and mentoring sessions 

• Principles of effective mentoring and reciprocal learning 

• Navigating power dynamics and working with colleagues at different stages of their career 

• Discussing potential challenges and identifying strategies to address them  

• Capturing reflections across the Reciprocal Mentoring Scheme journey 

The session will be designed to ensure all participants feel confident and well-equipped to begin their mentoring journey. It will also be an opportunity for mentors to meet other participants in the cohort. 

Programme Launch

The programme will launch with a joint introductory event, attended by both senior and diverse mentors. The launch marks the official start of the 6-month reciprocal mentoring partnership.  

Meeting Format & Frequency

Once the mentoring relationship has commenced, participants are encouraged to meet regularly throughout the year. We recommend that approximately 6 sessions – often one hour per month – are held, but the exact frequency and duration can be agreed according to the preferences and availability of each mentoring pair. 
 
Meetings can take place in person or online, depending on the preferences and schedules of the mentoring pair.  

Overview of Timeline & Key Milestones 

Milestone	Key information	Indicative Timing
Promotion and recruitment	The opportunity to participate is promoted across relevant channels. Eligible colleagues are invited to submit a self-nomination form within the application window	December 2025- Jan 2026. Deadline Friday 23 January
Matching process	Members of the EDI Team, HR Director and Faculty EDI Leads review applications and match participants, ensuring balance, diversity, and alignment of development goals. All applicants are notified of outcomes and matched pairs are confirmed.	W/C 26 January
Programme Launch	Participants attend a joint launch event, which includes an introductory training session, briefing information and the first mentoring meeting. This event marks start of the relationship.	Tuesday 3 March
Mentoring Relationship	Mentoring sessions take place over next six-months following launch. The PCI Engagement Manager will organise drop-in sessions during this time for ongoing support	Ongoing
Mid-scheme review session	A formal review session is held mid-way through the programme for participants to share updates, learning and feedback with scheme coordinators	June 2026 (exact date determined on availability of participants)
Close of mentoring relationship	The pilot concludes, with participants invited to reflect on outcomes and provide feedback	End of August 2026
Evaluation of Scheme	PCI Engagement Manager produces an evaluation report summarising lessons learned, impact and recommendations for the continuation or expansion of the scheme.	September  2027

The Culture & Inclusion Steering Group will serve as the formal governance body responsible for overseeing the Reciprocal Mentoring Scheme pilot. The Group will monitor progress, review outcomes, and ensure that the scheme aligns with Queen Mary’s broader EDI priorities and strategic objectives.  

The People, Culture & Inclusion Engagement Manager, based within Queen Mary’s EDI Team, will act as the project lead and primary point of contact for all participants. The PCI Engagement Manager will; 
 
Take responsibility for arranging and attending regular mentoring meetings 

• Be accessible to participants throughout the duration of the programme 

• Provide ongoing support, guidance and communication opportunities 

• Facilitate informal drop-in sessions and review meetings to encourage reflection and share learning 

The PCI Engagement Manager will also be responsible for monitoring progress and reporting to the Culture & Inclusion Steering Group. This will include producing both a mid-scheme update and a final evaluation report summarizing delivery, outcomes and impact, and identifying recommendations for the future development of the scheme.