At first blush mentoring looks like a safe option.
- It’s usually based on an hierarchical relationship (Odysseus gave his trusted servant “Mentor” responsibility for the development of his son, so the idea has been around a while)
- It’s about passing on good practice
- It’s not too demanding
If this view concurs with your impression of mentoring, then you have got the wrong end of the stick!
Certainly, mentoring is not a threatening activity, but its more than a quiet chat. Mentoring can help unlock potential, engage long-serving staff and generate ideas. All things a modern, progressive business will have on its “to do” list of people development.
Mentoring results in hard, quantifiable benefits, like staff retention, or new staff being able to be productive rapidly. Examples of less tangible, but highly valuable benefits include, staff engagement, inter-generational & inter-department communication, and support for line management.
Benefits of Mentoring for Stakeholders
Mentoring: Getting started
It is essential that there is clarity about the purpose of your mentoring programme; otherwise any initiatives will fizzle out in the face of operational pressure. Here are some key steps:
Identify who might benefit from mentoring, how that fits with business need and how you might measure the benefits. You might consider;
Think about existing formal and informal mentoring or mentoring-type activities in your business and make sure you are not over-burdening either the potential mentees or the potential mentors. Do you need something new, or do you want to improve an existing arrangement?
Get management buy-in to:
- the strategic purpose
- the operational impact (e.g. training need, communication effort, time away from the work-place)
- how the process will be monitored and its impact measured
Mentors have to be volunteers. Identify who is interested in being a mentor and get them together to discuss their motivation and expectation. Remember, mentors do not have to be people from the top of the organisation. Experience, knowledge and skills worth communicating will be found at all levels.
Giving staff ownership of the mentoring project will increase its impact on engagement and is likely to be a positive factor in its success. So get the potential mentors to think about;
- The purpose of mentoring
- The resources they need
- What skills, knowledge and attitudes mentors need; do they have them?
- What and how they would like to learn.
At this point you will have the basis for a planned approach to mentoring.
Mentoring is natural for some people; they instinctively know when to encourage, or when to advise and when to stand back and let someone work something out for themselves. Even so, there are some basics which need to be part of the framework of mentoring, however lose it might be.
- Boundaries need to be agreed at the outset
- The ethics of the process need to be clear
- Expectations need to be managed for all parties concerned, including line-managers, HoDs and at an organisational level
Reaching the parts other initiatives do not reach
High-flyers benefit from being mentored by excellent role-models, of course. However, mentoring is a great way of engaging long-serving staff who may not have any other mechanism to communicate their knowledge and experience. It builds-in that buzz word; sustainability.
A quiet performer
Introducing mentoring, or reviewing an existing programme, is an easy win. Its low risk and relatively cheap. Its a great way of demonstrating business values such as commitment to development, strong communication and recognition of experience. And it opens up other avenues, like using developing low key coaching skills in senior staff, collaborative working, and the potential to use online systems as a platform for mentoring.