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A Better Way to Implement Mentoring Programs
Written by: Donna FlaggArticle Overview: Formal mentoring programs have become a staple in many organizations, but they often fall short because they tend to make employees feel awkward on both the mentor and mentee side of the relationship. This is not because mentoring is a bad idea, it’s because the existing framework isn’t right.
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A Better Way to Implement Mentoring Programs
Formal mentoring programs have become a staple in many organizations, but they often fall short because they tend to make employees feel awkward on both the mentor and mentee side of the relationship. This is not because mentoring is a bad idea, it’s because the existing framework isn’t right.
True mentoring happens as a natural role-modeling process that occurs between two people over time. Its virtues can’t be forced or formalized. But, since most employers “set up” the pairs participating in internal mentoring programs, the organic underpinnings that normally contribute to the authentic formation of a relationship are lost. As a result, sometimes the relationship sticks, but more often it doesn’t.
The problem is that structured mentoring programs overlook individual personalities and sensibilities. And since they match people based on criteria and not chemistry, the odds that a pair will “click” are likely to mirror the success rates seen in online dating where the same approach is applied. Businesses however, can’t afford such low success rates because mentors are intended to provide important development opportunities and support for employees, as well as generational fortitude for the long-term health of the organization.
So where do we go from here?
First, we must separate the nuances implicit to mentoring relationships from the act of providing advice and guidance to employees for developmental purposes. Then we need to select and train employees who are qualified to act as counselors who coach performance similar to the way universities use the role of advisor to guide students through their academic careers.
The benefits of replacing manufactured mentors with organizational advisors are hard to ignore. First, advisory skills are more tangible, and therefore easier to teach in employee training programs. Secondly, it establishes a framework wherein natural mentoring relationships can bud and form in their own right. But in the meantime, those who it doesn’t happen for won’t be left out.
Reshaping existing mentoring programs and redefining mentors’ roles is the next substantive move in providing employees with development opportunities, particularly now that training programs are dwindling due to the current state of economic affairs.
Mentoring in the Workplace
Transitioning New Employees Into the Workplace with Employee Mentoring Programs
Who SHOULD be mentored?
How a Corporate Mentoring Program Prepares Employees for Success
Coach or Mentors Team Members for Success
Article Tags: apprentice, apprenticeship, employee development, employee guidance, mentees, mentoring programs, mentors
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About the Author: Donna Flagg RSS for Donna's articles - Visit Donna's website  Donna Flagg spent over 15 years in business before founding The Krysalis Group, a consulting firm specializing in management, marketing, training and sales and their respective relationships to business results. Her management career began in sales at CHANEL, and before branching out on her own, she spearheaded a new training function within the Investment Banking Division at Goldman Sachs. After earning a BA from Rutgers University and gaining experience on the front lines of Corporate America, Donna went on to attend New York University's Graduate School of Education where she obtained a master's degree in Organizational Development and Human Resource Management, and a post graduate degree in Business Education. She has also been a speaker at City University of New York (CUNY) and New York University through Stern Business School and Delta Pi Epsilon, a national honorary professional graduate society in business education and training. In addition, she speaks at various conferences including those conducted by The Business Leadership Network and The Conference Board, where she was also on the advisory committee for the Enterprise Learning Strategies Conference. For her communications expertise, Donna was invited to be a host at the Liz Claiborne Leadership Offsite to discuss branding during their "Progressive Dinner" event and more recently, a speaker at the Inc. Leadership Conference in Dallas, TX. Donna is the author of Surviving Dreaded Conversations and is blogger on Pyschology Today and The Huffington Post. She is frequently featured in the press for her workplace expertise in outlets including CNBC, the New York Times, WOR, and XM Satellite Radio. Donna currently sits on the Board of Directors of the Randy Foye Foundation where she actively participates in its mission to assist children and families in Newark, NJ. Click here to visit Donna's website   Social Media Management in the Workplace Organizational Alignment The Importance of Building HR Infrastructure Consensus Building Can Be Too Much of a Good Thing A Better Way to Implement Mentoring Programs The Need for Romantic Relationship Policies |
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