Why Organizations Implement Mentoring Programs

More and more organizations are creating formal mentoring programs for various reasons. From increased morale to increased organizational productivity and career development, the benefits of an organization that actively supports mentoring are numerous. However, successful mentoring programs do not just happen. Organizations must first make a strong business case to demonstrate why the organization should devote the time, attention and resources required to make a formal mentoring process work. Reasons for establishing a mentoring program must be linked to the organization's business goals.

For example, an agency forecasting tremendous growth in a specific job series may want a mentoring program to help prepare high-potential employees for future managerial positions in that series. Also, an organization planning reorganization may be interested in a mentoring program to help facilitate continuity of organizational performance.

Listed below are some reasons why agencies choose to establish mentoring programs.

As part of the On boarding process -- mentoring helps new recruits, trainees or graduates settle into the organization; 

Skills Enhancement -- mentoring enables experienced, highly competent staff to pass their expertise on to others who need to acquire specified skills; 

Professional Identity -- when younger employees are early in their careers, they need help understanding what it means to be a professional in their working environment. Professionals embody the values of the profession and are self-initiating and self-regulating. Mentors play a key role in defining professional behavior for new employees. This is most important when employees first enter the federal workforce; 

Career Development -- mentoring helps employees plan, develop, and manage their careers. It also helps them become more resilient in times of change, more self-reliant in their careers and more responsible as self-directed learners; 

Leadership and Management Development -- mentoring encourages the development of leadership competencies. These competencies are often more easily gained through example, guided practice or experience than by education and training; 

Education Support -- mentoring helps bridge the gap between theory and practice. Formal education and training is complemented by the knowledge and hands-on experience of a competent practitioner; 

Organizational Development and Culture Change -- mentoring can help communicate the values, vision and mission of the organization; a one-to-one relationship can help employees understand the organizational culture and make any necessary changes;

Customer Service -- mentoring assists in modeling desired behaviors, encouraging the development of competencies in support of customer service, and above all, cultivating the right attitudes; 

Staff retention -- mentoring provides an encouraging environment through ongoing interactions, coaching, teaching, and role modeling that facilitates progression within the organization; mentoring has been found to influence employee retention because it helps establish an organizational culture that is attractive to the top talent clamoring for growth opportunities. Mentoring is a tangible way to show employees that they are valued and that the company’s future includes them; 

Recruitment -- mentoring can enhance recruitment goals by offering additional incentives to prospective employees; and 

Knowledge Management/Knowledge Transfer --mentoring provides for the interchange/exchange of information/knowledge between members of different organizations.

Types of Mentors

There are mainly four types of mentors:

Career Guide -- promotes development through career guidance, counseling and visibility;

Information Source -- provides information about formal and informal expectations;

Friend -- interacts with the protégé socially and provides information about people; and

Intellectual Guide -- promotes an equal relationship, collaborates on research projects and provides constructive feedback and criticism.

When planning and developing mentoring programs, agencies must consider the types of mentors and decide which type(s) of help will be most appropriate given the program goals.

 Benefits of Mentoring for the Mentor 

As a result of being a mentor, the person:

·         Renews their enthusiasm for the role of expert;

·         Obtains a greater understanding of the barriers experienced at lower levels of the organization;

·         Enhances skills in coaching, counseling, listening, and modeling;

·         Develops and practices a more personal style of leadership;

·         Demonstrates expertise and shares knowledge, and;

·         Increases generational awareness.

Benefits of Mentoring for the Protégé 

As a result of having a mentor, the employee:

·         Makes a smoother transition into the workforce;

·         Furthers his/her development as a professional;

·         Gains the capacity to translate values and strategies into productive actions;

·         Complements ongoing formal study and/or training and development activities;

·         Gains some career development opportunities;

·         Develops new and/or different perspectives;

·         Gets assistance with ideas;

·         Demonstrates strengths and explores potential, and;

·         Increases career networks and receives greater agency exposure.

Types of Mentors 

There are mainly four types of mentors: 

 Career Guide -- promotes development through career guidance, counseling and visibility;  

 Information Source -- provides information about formal and informal expectations; 

  Friend -- interacts with the protégé socially and provides information about people; and 

 Intellectual Guide -- promotes an equal relationship, collaborates on research projects and provides constructive feedback and criticism.

When planning and developing mentoring programs, agencies must consider the types of mentors