Not a Member? Get access to HR news and resources that you can trust.
Here is how HR can help prevent the missteps that could cost your company big in court.
Is your employee handbook ready for the changing world of work? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Expand your influence and learn how to become an effective leader -- Join us in Phoenix, AZ, October 2-4, 2017.
Mentoring programs can have a positive influence on employee engagement and retention, but many companies don’t take full advantage of them to ensure they support the business strategy, according to a study released in February 2010 by the nonprofit organization Catalyst and Nationwide Insurance.
“This study tells us that formal mentoring programs can reduce turnover, enhance a company’s recruitment efforts, increase the overall performance of a company and create an overall improved work environment, especially for women and people of color,” said Candice Barnhardt, vice president, Nationwide Insurance, in a statement about the report.
Making Mentoring Work, sponsored by Nationwide, showcases how smart companies conceptualize, track and leverage mentoring relationships. The impact and potential benefits of a formal mentoring relationship—those in which organizations match mentors and mentees, designate minimum time commitments, monitor relationships and evaluate the program—can span an entire career. That is why it is important to plan and consider the design, development and execution of these programs strategically from building a robust formal mentoring program from the ground up to leveraging existing programs, noted the report.
Charateristics of Ineffective Mentoring Programs
Mentor, mentee matching is ad hoc, not based on assessment.
Lacks formal goals, objectives.
No clear time commitment.
No monitoring or check-ins.
No clear tie to business efforts.
Charateristics of Effective Mentoring Programs
Mentors, mentees matched based on skills/development needs.
Formal goals are outlined, tracked.
Minimum time commitments designated.
Formal process for monitoring relationships.
Both parties accountable; talent management links.
Links to business strategy, goals.
Source: Making Mentoring Work, Catalyst, 2010.
“Using formal mentoring programs to help employees gain key business skills, expose them to others in the organization or help prepare them for expanded job responsibilities can improve employees’ satisfaction and the organization’s bench strength,” said Julie S. Nugent, Catalyst’s director of research and co-author of the study.
Program Design, Development
The report suggests doing the following when developing a business case for formal mentoring:
Formal mentor-mentee pairings can enhance retention, help address human resources challenges like recruitment and succession planning, and, ultimately, foster cultural change. Cultural context, however, is critical when identifying and defining mentoring pairings. For example, companies should consider the following when deciding who to involve and how to pair mentors and mentees:
Also, consider how to leverage the mentoring match for career growth during planning. Mentor-mentee conversations are a great place to explore new ideas in a safe and confidential space, the report notes. This is particularly important in environments that might not be highly open or transparent. Employees need to be assured that the relationship is a place where they can test out ideas, concerns and fears without risk of retribution.
The relationship can also be an incubator for creativity and development that spills over into the mentor’s and/or mentee’s job. These relationships provide a nonthreatening venue in which to provide feedback. During these discussions, the mentor should work with the mentee to identify training needs and goals. These relationships should be reciprocal, and learning should be taking place on both sides.
The report emphasizes that mentor-mentee relationships might include emotional or social components and role modeling. These relationship elements can help support career development as well. For example, a mentor explaining organizational politics or unwritten rules will help the employee navigate the work culture better, and a mentee discussing her perspectives might help a mentor gain different insights into the organization’s culture.
Successful mentoring should not stand alone. It should be an integral component in a comprehensive development program that typically includes many aspects, including:
There are common organizational links that can be made to support career development highlighted in the report. For example, employees in formal mentoring programs might be assigned certain projects to augment skill sets that are then transferable to their organizations. In addition, mentors and mentees might share their experiences with broader groups of employees or even with leadership.
At KPMG LLP, for example, mentor-mentee pairs are expected to formulate and monitor goals for the relationship. Setting goals helps define the relationship better and helps ensure that expectations are met for both parties. The mentoring program is entrenched in KPMG’s performance management system, the report states. There is a general expectation that employees will become mentors as they advance within the firm, and partner-track employees are expected to specify mentoring as one of their formal career goals.
The report suggests that companies consider the following when working to align mentoring programs with other organizational systems like performance management and career development:
Identifying metrics properly and providing a link between mentoring and goals or outcomes highlights the importance of mentoring—for individuals and the organization. Some goals are easy to set and track (e.g., specific number of mentor/mentee meetings for the year), but others are more difficult. For example, companies might have large organizational mentoring goals, such as creating a more inclusive culture, that aren’t translated into or tracked using specific metrics.
To create suitable metrics for difficult goals, think about how the company will know when they’ve been met. What will have happened, what will be evident, and what smaller goals would make up a larger metric? Or consider that there could be several ways to meet a goal, and sort through the metric possibilities that open up from this line of thinking.
Participants: Number of mentors, mentees; number of women, men; differences among racial/ethnic backgrounds.
Structure: In-person, virtual, group, circles, or one-to-one.
Timing: When and how often mentors and mentees meet.
Satisfaction: How participants feel about, among other things, the program and their mentor, mentee.
Organizational Outcomes Metrics
What percentage of employees in the program is from diverse groups?
What is the effect of mentoring on promotion rates?
Do employee survey data show attitudinal improvement; increased satisfaction, retention; high quality of all mentoring relationships?
Do employees in the mentoring program have access to more opportunities?
Another way to look at the success of formal mentoring programs is to compute mentoring return on investment (ROI), the report said. Formal mentoring ROI is what companies receive in return for their investment in a formal mentoring program. There are several ROI measures, and organizations need to identify those measures that apply best to their program and ROI “lens.” Among the metrics to track:
Metrics should be gathered from a variety of sources, including employee surveys, interviews and focus groups, the report stated. For example, Sodexo Inc. was cited as a company that tracks its mentoring program outcomes and results closely by:
KPMG, also cited in the report, analyzes its mentoring data provided by employees in a variety of ways, including by gender, race/ethnicity, practice group, functional level and age. The firm is able to compare turnover rates of people with mentors to those without to better understand the relationship between mentoring and career development.
Finally, to reap the benefits of mentoring fully, mentors and mentees need to be held accountable for their responsibilities to each other and the program. To support accountability on the mentor’s and mentee’s part, the report suggests that companies:
Theresa Minton-Eversole is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies