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Mentoring is a valuable way to transfer knowledge, foster talent, and promote best practices. By pairing any new hire, whether entry level or experienced, with a veteran employee, companies can help workers get up to speed quickly and make immediate contributions to the firm. It is not just new employees who benefit from mentoring. Selection for an advisory role provides mentors with reassurance that their contributions are highly valued, which can increased their own confidence and job satisfaction. It is important to define your objectives clearly before beginning a mentoring program. Look for common ground when matching mentors with mentees. Whether you choose a formal or informal program, you will want to monitor results. It is valuable to meet with participants periodically to check on progress toward key goals and to make adjustments if necessary. You will ensure everything stays on track and that all parties are satisfied with the process.

A computer, office supplies, perhaps some paperwork to sign. When it comes to welcoming new employees to the company, most managers stick to these and a handful of other basics. To truly prepare incoming workers for success, however, at least one additional item is necessary: a mentor.

Unfortunately, few companies have mentoring programs in place. According to a recent survey by Robert Half, a majority (58%) of chief financial officers polled said it's uncommon for entry-level employees to be matched with mentors, either formally or informally, in their organizations (see Figure 1).

Mentoring, however, is a valuable way to transfer knowledge, foster talent, and promote best practices. By pairing any new hire, whether entry level or experienced, with a veteran employee, companies can help workers get up to speed quickly and make immediate contributions to the firm.

A confidant is useful for explaining aspects of an organization that are sometimes not obvious to a newcomer. For example, mentors can provide insight into the prevailing culture of a company, including the preferred modes of communication and other often unspoken rules. These programs also show that the company is concerned about encouraging the professional growth of its employees, creating a positive work environment, and ultimately, enhancing retention rates. In short, a trusted mentor can help a new employee form a bond with the company and foster loyalty.

Of course, it's not just new employees who benefit from mentoring. Selection for an advisory role provides mentors with reassurance that their contributions are highly valued, which can increase their own confidence and job satisfaction. At the same time, serving as a mentor enhances leadership skills, which can position an employee for career advancement opportunities within the organization.

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Laying the Groundwork

It's important to define your objectives clearly before beginning a mentoring program. For instance, if your primary goal is to ensure new employees are productive from their first day on the job, you may want to pair participants with workers who can help the new hires build time- and project-management skills or proficiency with proprietary software applications.

Next, you'll need to determine whether to pursue a formal or informal program. A formal approach typically requires a larger time commitment, as you'll be responsible for assigning mentors to mentees and overseeing the relationships; however, because it's more structured, this method may be more efficient in the long run. You also can design the program so employees who participate receive financial or other rewards, such as a spot bonus or added vacation time.

An informal program encourages participation but doesn't define specific procedures with predetermined expectations. Employees decide how and when they meet. This option is ideal if you're not completely sure how best to facilitate the program, or you lack the internal resources to manage it.

Selecting Participants

When selecting mentors for your program, it's important to choose people who not only exhibit qualities you want others to emulate but who also are excellent communicators and coaches. They must have the ability to provide support and guidance without micromanaging their protégés. Often, these attributes are less a function of years on the job and more a matter of well-developed people skills. In addition, you should choose professionals who have a positive attitude about their jobs.

To achieve the goals of your program, you may discover that the best mentors are outside the department. For instance, if you want a new employee to build public speaking skills, he/she may benefit from working with a marketing manager who gives presentations on a regular basis. You may even want to create a team of mentors who possess different skill sets and expertise. They can work with mentees on a rotating basis, allowing participants to learn more about a variety of specialties and ensuring a more effective transfer of knowledge.

Providing Direction

Look for common ground when matching mentors with mentees. Shared experiences such as growing up in the same hometown or having similar hobbies can create an instant rapport and improve the chances for long-term success.

Those serving in an advisory capacity must know their responsibilities. The difference between offering guidance and supervision should be explained carefully. Remind mentors that insights based on personal experience are more valuable than giving orders or solving every dilemma presented to them.

Likewise, mentees need to understand how the relationship will work. For instance, will their mentors provide direction on how to conduct a client presentation or simply offer opportunities for shadowing them during these projects? How frequently will meetings take place? Putting some of the expectations in writing can help avoid confusion and misunderstandings down the road.

Privacy and trust are essential to a successful mentoring program, so confidentiality guidelines also should be established up front. Protégés are more likely to ask questions and seek assistance from their mentors if they know there won't be negative career implications. For instance, a new employee who is having trouble working for a difficult boss should be able to turn to his mentor for advice without fearing that the supervisor will find out.

Evaluating Results

Whether you choose a formal or informal program, you'll want to monitor results. It's valuable to meet with participants periodically to check on progress toward key goals and to make adjustments if necessary. You'll ensure everything stays on track and that all parties are satisfied with the process.

Remember that even the most well-executed programs run into difficulties from time to time. Co-workers don't always get along as well as anticipated. Although you want to strive to make compatible matches, you shouldn't force an arrangement that isn't working.

Establishing an effective mentoring program takes time and commitment. It requires continually re-evaluating the goals and modifying your approach as needed. At their best, however, these programs can be invaluable tools for building a spirit of camaraderie at the office and increasing the knowledge base of your employees. The long-term benefits can pay off for years to come.

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