Starting an In-House Mentoring Program - JDG Search



centercenterStarting an In-House Mentoring Program JDG Associates, Ltd00Starting an In-House Mentoring Program JDG Associates, LtdCONSIDERATIONSWorkplace mentoring programs have been popular for years, but as organizational hierarchies flatten and matrixed structures predominate, employees have to be highly agile in gaining new knowledge and skills quickly. An In-House Mentoring Program can support the skill-building, as long as it is modern enough and nimble enough itself to match the new workplace culture.An effective mentor teaches and it follows that good mentoring practices will track with what we know about how adults learn best. The “sage on the stage” teacher directing knowledge to the student is gradually being replaced by learning models that are interactive. The student is no longer a receptacle to receive wisdom--s/he is an active participant in learning. In addition, modern mentoring relationships are more reciprocal, involving an exchange of questions, ideas, skills and knowledge. The information flows both ways and it is understood that an effective relationship will promote the development of both the mentor and mentee. Successful mentoring programs are not transplanted from one organization to another; instead, they are developed based on an organization’s specific culture and identified needs. Absolutely critical for initial evaluation is whether:The organization is large enough to have an adequate pool of mentors.Staff and financial resources are available to develop and manage a time consuming function.The CEO and senior management are completely behind the program and attach it to supporting strategic organizational goals.The culture is progressive enough that:Staff are given the flexibility to spend occasional time away from daily activities to meet with their mentor or menteeThere is adequate staffing to support the aboveContinuous learning is already a normIf these basics are in place, it may be worth considering whether your organization would benefit from a mentoring program. Below are several typical reasons that mentoring programs are developed. The most effective programs typically have just a few high-priority goals that are tied to specific organizational needs. Improve staff performanceHelp employees reach full potentialIncrease level of job satisfactionExpand diversity in leadership positionsCultivate loyalty to the organizationStimulate knowledge sharing and collaborationFacilitate specific skill developmentSpeed up overall career developmentTYPES OF PROGRAMSOrganizations should select the type of mentoring program that will address its specific goals. Typical programs include:Traditional One-On-One: An advanced career professional mentors a less experienced professional.Reverse One-On-One: A junior-level employee is engaged by a senior executive for the purpose of learning, perhaps, new technology such as using social media for business development.Group: An experienced professional serves as mentor to a group of less experienced employees. This may be necessary when the pool of available mentors is smaller than the pool of mentees, but it also offers the specific benefit of conversation and knowledge sharing among participants.Peer: A group of professionals who gather for mutual learning. Situational: Short-term relationships established to accomplish a specific, short-term goal or teach a specific skill. PROCESS FOR ESTABLISHINGThe process for establishing a mentoring program will vary from one organization to the next based on a wide variety of factors. However, the following process may be adapted to fit the needs of your particular organization. Needs Assessment/Proposal to ManagementUnless leadership has already approved (and has committed full, ongoing support of) a mentoring program, your first step will be to assemble a diverse task force to determine whether a program would produce a positive ROI. At a minimum, the following topics should be explored and findings documented to be translated into a proposal to leadership.Description of key challenges or opportunitiesExpected outcomes of a mentoring program and how it would support accomplishment of organizational goals (including, of course, employee satisfaction and achievement)Research data that supports effectiveness at comparable organizationsMain components of proposed program design, timeline for implementation (some companies start with a beta version), program cycle, plan evaluation and adjustmentPotential mentor talent poolPotential mentee talent poolExpense projections – staffing, materials, printing, etc.Specific employees/positions that might be ideal to play key roles in plan development, launch, evaluation and/or ongoing program management.Specific support needed from leadershipFull commitment of CEO in terms of promoting and supporting participation in the program, supporting the ongoing integration of the program into the organization’s culture and operations.A senior leadership champion (not the CEO) to support the development, launch and ongoing program operation, act as a liaison between the program team and senior leadership, also promoting participation among senior leadership.Approval of financial and staffing resourcesPROGRAM DEVELOPMENTThe program lead assembles a diverse task force that represents as wide an array of interests, positions, backgrounds and talent as possible. Program components are then developed to support each stage of the program cycle.Cycle of Program Activities/ComponentsLaunch and promote program, solicit participant applicationsReview applications to establish eligibility for participationPair mentees and mentorsOrientationProgram activities and monitoringProgram close and celebrationThorough evaluationCommunicate program successes through organizational channelsIntegrate learnings into the next cycle’s process and programming, if applicableDevelopment of ComponentsProgram mission statement and goalsBenefits of participating for both mentors and menteesEligibility requirements for participation for mentors and menteesProcesses for how employees will apply for, be evaluated and accepted for participationProcess for matching mentors and menteesRequired and optional activities mentors and mentees will participate inLength of formal program cycle (6 months is often used, or longer for executive leadership positions) and timeline for required activities, checkpoints, etc.How relationships will be monitored and supported throughout the program cycleHow effectiveness of the program will be evaluated at end of cycle, and results incorporated into continuous program improvementProcess for handling concerns or grievances that may arise within relationshipsDevelop resource toolkit for use by mentors and menteesDesign marketing plan and materials for educating employees and soliciting participants Develop program launch gathering/activityCreate a comprehensive program orientation to include:Introduction of program development team and key contacts for participants throughout the program cycleTraining on establishing, nurturing and trouble-shooting mentoring relationships (this piece may be ongoing).Developing learning goals and expected outcomes for menteesResource toolkit with highlights of key materials and suggestions for useProcess for monitoring status of relationships and progress on goals throughout program cycleHow program will be evaluated at the end of the cycleDesign a program evaluation tool. This step may be started sooner rather than later; beginning with a list of expected outcomes and how they will be evaluated can help guide the effective development of program components.)Plan an end-of-cycle gathering/celebration for program participants that will highlight program accomplishments, include testimonials of satisfied participants, and other components that will reinforce successes and help establish closure of the formal program cycle for participants (though some may choose to continue their relationships on an informal basis.)MOVING FORWARDMentoring programs can be a significant boon to accomplishment of your organizational goals and employee satisfaction. Without specific needs identified, program goals established, support from leadership, adequate resources, careful design and effective management, they can turn into an unnecessary drain on resources and even a poor reflection on the organization’s ability to follow through. Before moving forward, take the time to consider whether your organization has the type of culture, talent, resource base and support from the top that will form the foundation of your program. As they say, “Measure once, cut twice. Measure twice, cut once.” ................
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