Code of Conduct

CCM maintains a respectful and professional community. - all participants of the CCM initiative are expected to abide by this code.

Responsibility

The responsibility is on both mentor and the mentee to be aware that their behaviour has the potential to negatively affect the mentoring relationship.

Expected Behaviour

As a participant in the CCM community, you agree to:

  • Be professional, considerate, respectful, and collaborative.
  • Refrain from demeaning, discriminatory or harassing behaviour and speech.
  • Maintain a professional mentor-mentee relationship
  • Treat others within the CCM community with respect, recognizing and celebrating different cultures and ideas
  • Hold all sensitive information received through mentoring relationship in confidence unless such information may result in harm to others
  • Commit to investing in the mentoring relationship by communicating with your mentor or mentee on an agreed communication means and basis
  • Understand that either party may dissolve the relationship at any time throughout the period of the mentoring relationship.

Mentoring code

  • The mentor’s role is to respond to the mentee’s needs and agenda; it is not to impose their own agenda.
  • Mentors will agree with the mentee how they wish the relationship to work adopting the most appropriate level of confidentiality
  • Mentors will be aware of, and adhere to any current legislation relating to activities undertaken as part of the mentoring service.
  • The mentee should be made aware of their rights and any complaints procedures.
  • Mentors and mentees will respect each other’s time and other responsibilities, ensuring they do not impose beyond what is agreed and reasonable.
  • The mentor will ensure the mentee accepts increasing responsibility for managing the relationship; the mentor will empower them to do so and will promote the mentee’s autonomy.
  • The mentor will not intrude into areas the mentee wishes to keep private until invited to do so. They should, however, help the mentee to recognise how other issues may relate to these areas.
  • Mentors will open and truthful with themselves and their mentee whilst participating in the mentoring relationship
  • Mentors will share the responsibility for the smooth winding down of the relationship with the mentee, once it has achieved its purpose – they must avoid creating dependency.
  • The mentoring relationship should not be exploitative in any way, neither may it be open to misinterpretation.
  • Mentors should never work beyond the bounds of their capability, experience and expertise to the point where they do not feel confident in providing the mentee with proper support. Where appropriate, mentors should seek advice or refer mentees to another point of contact or enterprise support professional.
  • The confidentiality of the mentee remains paramount at all times. At no time will a mentor disclose any part of the relationship to any person whosoever, without the explicit agreement of the mentee. Any notes or other records of mentoring sessions shall remain, at all times, the property of the mentee. They may, for convenience, be retained by the mentor but may be requested by the mentee at any time.
  • Mentors have a responsibility to highlight any ethical issues (such as conflicts of interest) that may arise during a mentoring relationship at the earliest opportunity.
  • Mentors should not attempt to do the mentees job for them ‐ the mentee has the ability and the potential, the mentor's job is to help them realise it.

What To Do If You Witness Or Are Subject To Unacceptable Behaviour

If you are subject to unacceptable behaviour, notice that someone else is being subject to unacceptable behaviour, or have any other concerns, please notify CCM as soon as possible.

Confidentiality

Confidentiality involves preserving the name of those being mentored unless they have given active assent to disclosing them. Both the mentor and the mentee have great responsibility to maintain and respect the confidentiality of all the information imparted during the mentoring relationship as they may hear sensitive and personal information. This applies to both within and outside the CCM unless specifically authorised by either the mentor or the mentee. However, if such information is dangerous or illegal, an appropriate approach for the mentor is to encourage the mentee to take appropriate action themselves.

Boundary management & roles

Those working in a mentoring relationship may develop friendships over time. It is important to have a clear mentoring relationship and not allow personal bias to influence professional actions. Stay mindful of maintaining confidentiality, objectivity and equal partnership.

Competence

Mentors need to be conscious of their own levels of mentoring competence and experience and to never overstate them. An appropriate approach for mentors to foster this consciousness might be to engage in reflective practice using a journal or similar approach. When the mentoring conversation appears to stray away from mentoring (forward-looking, solution focused) towards counselling (typically talk is firmly rooted in problems in the past), an appropriate approach might be to suggest that further conversation of that particular topic might be better with those competent to assist.

Engagement

Examples of clear engagement should include clarity over length, frequency, manner and venue of sessions.