The first requirement of a successful mentoring program is that Senior Management must embrace the philosophy of a “Learning Organization”. They must support with visible actions the belief that employees are a valuable resource and that investing in them creates a win-win situation. The “Corporate Culture” must include information sharing at all levels within the organization from top management to entry-level employees.
 
Employees may see mentoring as “just another fad” unless both mentors and protégés are given the freedom and on-going senior management support to initiate and fulfill a career development plan designed specifically for the protégé.

Let me stress that a formalized or facilitated mentoring program is not a training event but rather a long-term process that focuses on:

1. Up-leveling the knowledge, skills and expertise of all employees.
2. Succession planning as a tool for keeping a competitive edge in the marketplace.
3. Recruiting and placing personnel based on targeted strategic initiatives.
4. Short and long-term return on investment for those in the mentoring program.

A Design Team headed by a Program Coordinator/Director establishes program objectives, core competencies needed by the employees, time line of events and activities for providing developmental opportunities, budget requirements and guidelines, evaluation and tracking procedures and the vehicle for recognizing successes. The Design Team and the Program Coordinator match mentors and protégés based on the needs of the protégés and the knowledge, skills, and expertise of the mentors to ensure a quality experience for both.

Program participants may self-select or may be nominated by others depending on the program design. Many organizations have found that there may be hesitation on the part of the protégés to volunteer for participation which is why others (supervisors and senior managers) are often asked to identify high potential employees.

On-going evaluation and feedback in the form of written surveys and group (mentor, protégé and supervisor) discussions and recommendations provides necessary information to match program progress with program objectives. Any correction or adaptations can occur in a timely manner keeping the program on track. Feedback session usually occur informally on a quarterly basis with formal feedback provided at mid-point. A year-end evaluation will give the organization the opportunity to identify and recognize individual and group successes. Additionally, the information can be used to determine the future of the program. In other words, has the investment matched the immediate or anticipated return on the investment?

Formally recognizing the efforts and successes of the protégé and the mentor is a critical part of integrating a mentor program into the corporate culture. Recognition may occur through internal written publications and communications, internal employee ceremonies, public recognition ceremonies (which includes friends, family and others who have contributed to the protégés development), local news media or any combination of the above.

If you would like to discuss formalized mentoring programs, contact me at 623-587-7644.