The Blueprint for Successful Mentorship Programs in the Workplace

Mentorship has long been touted as one of the most effective ways to not only improve employee retention and engagement, but also to create a diverse and expansive pool of internal candidates for future roles. Yet many organizations abandon their efforts at mentorship programs due to a perceived lack of positive outcomes. Giving up on mentorship tells employees that the company is either not invested in their growth and development or does not have the expertise to nurture employee development. In short, it tells employees they would rather hire someone from the outside than work to upskill their existing workforce. Here we outline a blueprint for mentorship to help guide the way.

Creating and executing a mentorship program requires planning and hands-on project management.

Too often it is assumed that the program can “run itself” because mentors are already proficient at their jobs and mentees have already shown high potential. Excelling at a specific job does not always translate into excelling at being part of a mentoring pair. That is like expecting the top salesperson to become a stellar sales manager without training.

It is critical that the desired outcomes and expectations for the mentorship program are clearly established from the beginning. These goals and aims should not come from one person or department, but from a cross-section of departments and roles across the organization. Once the desired outcomes are established, ensure that there are adequate resources available to achieve those goals. This is not just financial resources, but time and talent resources to start, monitor, and maintain the program. If no one is available to lead the program, consider obtaining assistance from a third party. Organizations such as Envision RISE have experts who can take on this responsibility instead of delegating the work internally.

Mindful Pairing: Building Successful Mentor-Mentee Relationships

Be mindful in how you pair mentors and mentees. Avoid pairing people who already have a reporting relationship, otherwise mentorship will devolve into mere training on departmental tasks. Mentorship is about providing professional growth, not remediation or creating an informal management role within a particular department. Leadership succession planning may include the idea of future promotion within the department and may be included as a specific learning opportunity for the mentee within the larger scope of the mentoring program.

Equipping Leaders for Effective Guidance

Train your mentors. Do not assume that someone knows how to be a mentor, even if they are already in a leadership role. Clearly delineate the scope of the program, expectations for time invested each week, and provide a roadmap for topics and deliverables.

Set expectations with the mentees. They need to be an active participant in the mentoring relationship. This may mean they need assistance in learning to clearly communicate their needs, accepting feedback, and building their skill set.

Consistent Progress Monitoring: The Key to Successful Mentorship Programs

Monitor progress frequently. Mentoring programs are not “set and forget”. It requires consistent monitoring and feedback. For example, it may become clear early on that a particular pairing is not working as intended. With open communication, this will be caught early and adjustments can be made to the pairing so that both the mentor and mentee have a good experience.

Stick to your timeline. The program should begin and end on specific dates. Allowing the formal mentoring relationship to drag on will result in complacency for both parties. Extensions to the program can be made if there are good reasons, such as one of the pair being out on extended leave.

Undertaking Mentorship Programs with Care

Continue to follow the mentee cohort throughout their tenure with the organization. When the formal mentoring ends, informal mentoring and sponsorship should take its place. Not every mentee will become a sponsee/protégé, which does not mean they are not an asset to the company. Tracking their career progression will provide data to help assess the effectiveness of the program.

Mentorship programs should not be undertaken lightly. When done well, these programs encourage growth and innovation, and may be a source of previously unrecognized potential. Envision RISE can help craft a mentorship program that fits the needs of your organization. For more information, contact Staci Hegarty at staci@envisionrise.com.