Ill-thought out mentorship programs can backfire on the organizations that use them. Instead of motivating employees, a poor mentorship experience can leave them feeling disconnected from an organization and disillusioned with their careers, negatively affecting retention rates.
The driving force of any successful mentorship is the quality of the relationship between the mentor and mentee. And just like in any other type of relationship, compatibility is the key to success.
Instead of just assigning mentors due to seniority or knowledge, it is vital to ensure mentors are fully-on-board first. They should not feel obligated to be a mentor or see it as a thankless chore to fit around an already full workload. They should view it as an opportunity both for themselves as well as the person they are mentoring.
After connecting potentially suitable matches, each mentor and mentee should ensure that they define their expected outcomes from the program and the investment in time and energy. Mentorship is a two-way relationship, but with the onus on the mentee to initiate the key elements. A Training relationship is a parent-child relationship, a coaching relationship is 50:50 and a mentor relationship has the onus for progress resting with the mentee. However, it is important that both parties think carefully and determine what their expectations are. They should also outline the type and frequency of interactions they prefer – how often they should meet, where and how.
The best mentorship programs will also help establish a clear timeline with a predefined cut-off period or in-built check-in points to review progress.
Failure to provide adequate resources and support is one of the big reasons mentorship programs can fail and that is why the best programs provide mentors and mentees with training or guidance before they first interact. Support materials and resources should also be readily available throughout the program. Too much informality rarely provides sustainable results but too much formality can deter from the ability to develop a workable relationship between the parties.
Certainly providing best practice guidelines to mentors and mentees, sharing short technique videos, or having steps in place in case mentors feel overwhelmed is a basic need.
Just as mentors and mentees need to outline their goals, it is also essential to consider what the overall aim of your mentorship program is. Is it designed to help new employees get up to speed in a particular area? Do you want to help nurture innovation? Perhaps you’ve seen a need to tackle a widespread challenge? Or there is a need to close knowledge, skills and ability gaps in those with potential that form part of your succession plan.
Once you have the program’s aim defined and clear, you may find it helpful to adapt the program further around specific needs. For instance, a mentorship program for women may be appropriate or perhaps a program with a focus on international cultural differences.
A key benefit of a sound mentorship program is mitigating the risk of corporate knowledge being diluted as senior people within the organization retire. Developing future leaders and transferring the knowledge of perhaps the founders makes good sense, ensuring that the knowledge is passed on and preserved. Often this knowledge is hard won and mentees are privileged to have access to that knowledge. This enhances the sustainability of the organization.
Recent research finds that the benefits of mentoring programs can have a tangible positive impact on overall productivity. Well-designed mentorship programs can drive your people, and your business, to even better performance. Yet so many programs fail to live up to their promise. By implementing a well-conceived and executed program, you can increase the chances of a rewarding mentorship experience for all.