building a successful mentoring programme

8/9/2019 Building a Successful Mentoring Programme

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Everyone agrees that mentoring isbeneficial, but organizations rarelyassign people to fill this role. Here aresome straightforward tips for launchingand carrying ou t a successful prog ram .

Building a SuccessfulMentoring ProgramRobert McCauley A computer, office supplies,perhaps some paperwork tosign. When it comes to welcomingnew employees to the company,most managers stick to these anda hand ful of other basics. To truly

prepare incoming workers forsuccess, however, at least one addi-tional item is necessary: a men tor.Unfortunately, few companieshave me ntoring programs in place.According to a recent survey byRobert Half, a majority (58%) ofchief financial officers polled saidit 's uncommon for entry-levelemployees to be matched with men-tors, either formally or informally,in their o rganiza tions (see Figure 1).M entoring , however, is a valuableway to transfer knowledge, fostertalent, and p romo te best practices.By pairing any new hire, whetherentry level or experienced, w ith aveteran employee, companies canhelp workers get up to speed quicklyand make immediate contributionsto the firm.

A confidant is useful for explain-ing aspects of an organization tha tare sometimes n ot obvious to anewcomer. For example, m entorscan provide insight into the prevail-ing culture of a company, includingthe preferred modes of communi-cation and other often unspok enrules. These prog rams also showthat the company is concernedabout encouraging the professionalgrowth of its employees, creatinga posit ive work environmen t, an dultimately, enhancing retentionrates. In short , a trusted me ntorcan help a new employee forma bond with the company andfoster loyalty.

Of course, it 's not just newemployees who benefit from men-toring. Selection for an advisory roleprovides me ntors w ith reassurancethat their con tributions are highlyvalued, which can increase theirown confidence and job satisfaction.At the same time, serving as amen tor enhan ces leadership skills.

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Figure 1: M entoring ProgramsCFOs were asked, "How common is it for you toassign mentors, either formally or informally, toentry-level employees within your accounting andfinance departments?"

Don't Know,4% Very Comm on,13%

SomewhatCommon,25%

Not At AllCommon,58%

which can position an employee for career advancementopportunities within the organization.Laying the Groundwork

It's im po rtan t to define your objectives clearly beforebeginning a mentoring program. For instance, if yourprimary goal is to ensure new employees are productivefrom their first day on the job, you may want to pairparticipants with workers who can help the newhires build time- and project-managem ent skills orproficiency with proprietary softwareapplications.

Next, you'll need to determinewhether to pursue a formal or informalprogram . A fornial approach typicallyrequires a larger time commitment,as you'll be responsible for assigningmentors to mentees and overseeingthe relationships; however, because it'smore structured, this method may bemore efficient in the long run. You alsocan design the program so employeeswho participate receive financialor other rewards, such as a spot bonus or addedvacation time.An informal program encourages participation butdoesn't define specific procedures with predeterminedexpectations. Employees decide how and when they

meet. This option is ideal if you're not completelysure how best to facilitate the program, or you lackthe internal resources to manage it.

Selecting ParticipantsWhen selecting mentors for your program, it 'simportant to choose people who not only exhibitqualities you want others to emulate b ut w ho also areexcellent comm unicators and coaches. They mu st havethe ability to provide support and guidance withoutmicromanaging their proteges. Often, these attributesare less a function of yeai"s on the job and more amatter of well-developed people skills. In addition,you should choose professionals who have a positiveattitude about their jobs.To achieve the goals of your program, you may

discover tha t the best m entors are outside the depart-me nt. For instance, if you want a new employee to b uildpublic speaking skills, he/she may benefit from workingwith a marketing manager who gives presentations ona regular basis. You may even want to create a team ofmentors who possess different skill sets and expertise.They can work with mentees on a rotating basis,allowing participants to learn more about a varietyof specialties and ens urin g a mo re effective transferof knowledge.

Providing DirectionLook for common ground when matching mentorswith mentees. Shared experiences such as growingup in the same hometown or having similar hobbiescan create anins tant rappor tand improve thechances for long-term success.

Those serving inan advisory capacitymust know theirresponsibilities. T hedifference betweenoffering guidanceand supervisionshould be explained

carefully. Remind mentors that insights based onpersonal experience are more valuable than givingorders or solving every dilemma presented to them .Likewise, mentees need to un ders tand how the rela-tionship will work. For instance, will their mentors

It's not just new em ployees whobenefit from rnentoring. Selection

for an advisory role providesmen tors with reassuran ce that their

contributions are highly valued,which can increase their own

confidence and job satisfaction.

TH EJO UR NAL FOR QU ALITY & PARTICIPATION Summer2007


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Serving as a Successful MentorMany professionals receive significant satisfac-tion from serving as a mentor to more junior staff

mem bers. Helping a new colleague learn the ropescan help an experienced worker build leadershipand communication skills, as well as showcasehis/her willingness to help other employeesandthe company as a whole succeed.If you're considering mentoring anotheremployee, here are some tips to ensure therelationship goes well.

Share your k nowledge. An effective mentor is avaluable resource for a wide range of ideas an dinformation. A new staff member, for example,might be quite proficient at conducting researchbut may require your guidance on how to reportfindings to m anagement. A good men tor alsoknows when to defer to a more knowledgeablesource and is willing to identify another staffmember who has the expertise to provide properinstruction.

Listen. New employees, whether they are entrylevel or experienced, face many challengesand will appreciate having you available as asound ing board for their concerns, questions,and suggestions. So, always maintain an opendoor policy to let people know they can cometo you virtually anytime. And be open to newideas and approaches, even those that youinitially question.

Build morale. A good mentor actively celebratesthe achievements of others. In selected instances,you'll want to put your compliments in writingand comm unicate this enthusiasm and appre-ciation to the person's supervisor or others in amanagement role. On a more casual basis, goodmen tors are consistently upbeat, enthusiastic,and always looking for chances to vocally praiseothers.

Be willing to bend. Men toring is much m ore of anart than a science. As your relationship withyour protege progresses, you'll undoubtedly findyourself learning a great deal throu gh trial anderror. Be willing to alter your approach whennecessary and look to the mentee for feedbackon your performance.

provide direction on how to con duct a client presenta-tion or simply offer opportunities for shadowing themduring these projects? How frequently will meetingstake place? Putting some of the expectations in writingcan help avoid confusion and misunderstandingsdown the road.Privacy and trust are essential to a successful men-toring program , so confidentiality guidelines alsoshou ld be established up front. Proteges are more likelyto ask questions and seek assistance from their meritorsif they know there wo n't be negative career implications.For instance, a new employee who is having troubleworking for a difficult boss sh ould be able to tu rn to hismentor for advice without fearing that the supervisorwill find ou t.Evaluating ResultsWhether you choose a formal or informal program ,you'll want to monitor results. It's valuable to meet withparticipants periodically to check on progress towardkey goals and to make adjustments if necessary. You'llensure everything stays on track and that all partiesare satisfied with the process.

Remember that even the m ost well-executed prog ramsrun into difficulties from time to time. Co-workersdon't always get along as well as anticipated. Althoughyou want to strive to make com patible matches, youshouldn't force an arrangement that isn't working.Establishing an effective mentoring programtakes time and commitment. It requires continuallyre-evaluating the goals and modifying your approachas needed. At their best, however, these programs canbe invaluable tools for building a spirit of camaraderieat the office and increasing the knowledge base ofyour employees. The long-term benefits can pay offfor years to come.

Robert McCauley is corporate communications managerfor Robe rt Half International (www.rhi.com), theworld's first and largest specialized staffing firm.He can be reached at [email protected].

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building a successful mentoring programme

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