Best Practices In Mentoring

Attracting, Developing &

Retaining Your Talent

Best Practices & Standards In

Mentoring Programs
Management Mentors implements mentoring programs in organizations that
want to establish a more connected work environment for their people.
Mentoring is a much sought after method of development. It gives access to
skills, knowledge, experience and insight that other initiatives are unable to
do.
The classic outcomes that mentoring programs make possible are:

increased staff retention

greater advancement of minority and female staff
increased productivity in all areas

The following presentation explains more about mentoring and Management

Mentors philosophy.
For more information, contact Management Mentors at 617-789-4622.

Mentoring Is

A strategic approach to developing an employee

(mentoree).

Pairs him/her with a more experienced employee (mentor)

who will teach, coach, counsel and encourage.

A flexible concept that should reflect the unique

culture and objectives of your organization.

For this reason no two mentoring programs are the same

and off-the-shelf programs are not as effective.

The Case For Mentoring

"In 2010, the Corporate Leadership Council of the

Corporate Executive Board surveyed 880 highpotential employees. More than 25 percent said they
planned to change jobs within the next 12 months.
That's potential attrition 2.5 times greater than just
five years earlier. Among the dissatisfied, 64 percent
said their current employment experiences are
having little impact on their development.

The Society for Human Resource Management (SHRM), August 2011

The Case For Mentoring

A disparity between confidence in growth and

access to talentonly 30% of CEOs believe they
have the talent they need.
-PwC notes in its 15th Annual Global CEO Survey

almost 60% of North American companies are

having trouble attracting critical-skill employees, an
increase over 2010.
-Tower Watson, 2011/2012 Talent Management and
Rewards Study, North America

The Case For Mentoring

"In an effort to school senior executives in

technology, social media and the latest workplace
trends, many businesses are pairing upper
management with younger employees in a practice
known as reverse mentoring. The trend is taking off
at a range of companies, from tech to advertising.
-An article from The Wall Street Journal on
reverse mentoring, November 2011

A mentoring initiative can not only lead to higher

retention but also attract new talent by
demonstrating a companys commitment to
professional development through mentoring.

The Leader In Mentoring

Since 1989, Management Mentors has led the
market in the research, development and
implementation of mentoring programs.
Through this ongoing work in the education and
excellence of Mentoring Programs, we have
established best practices and standards that
provides the foundation for the greatest
success.

Best Practices & Standards

8 Core Standards identified in:

Design
Implementation
Matching
Training
Program Management
Program Evaluation
Quality Control
Role of the Mentoring Program Manager

Formal vs. Informal Mentoring

Informal Mentoring

Goals unspecified
Outcomes unknown
Access limited and may exclude employees
Mentorees/Mentors self-select
Mentoring lasts a long time
No training/support
Organization benefits indirectly

Formal vs. Informal Mentoring

Formal Mentoring

Goals established
Outcomes measured
Access open to all who qualify
Mentorees/Mentors matched
Training and support provided
Mentoring time limited (9-12 months)
Organization benefits directly

Coaching vs. Mentoring

Coaching

Something managers must do for all their staff, a required part

of the job
Takes place within the confines of the formal line manageremployee relationship
Job and performance focused-focuses on developing the
individual within their current job.
Interest is functional-arises out of the need to ensure that the
individual can perform the tasks required of the job to the best
of their ability.
Relationship tends to be initiated and driven by the individuals
manager.
Relationship is finite-ends as individuals move on to work in
other jobs under other line managers.

Coaching vs. Mentoring

Mentoring

Formal-the individuals manager is not the mentor.

Takes place outside the line manager relationship.
Is focused on professional development that may be outside of
the mentorees area of work.
Interest of the mentor is personal in that the focus is on the
mentoree to provide support both professionally and
personally.
Relationship may be initiated by mentor and/or matched by
organization.
Relationship crosses job boundaries.
Informally, managers may choose to do for specific, selected
employees.

Why Formal Mentoring?

Links competency development to strategic business

needs

Ensures that skills are developed

Involves companys experts in process

Creates and promotes a learning and diverse culture

Mentoring and Strategic

Business Objectives
Effective mentoring is directly tied to your strategic and
business objectives. Examples of how our clients have
linked their programs with their objectives include:

Executive/career/professional development

High potentials
Succession planning
Attract and retain talent

Support diversity goals for

Recruitment
Retention
Visibility and overcoming glass ceiling

Key Issues In Mentoring and Diversity

Supporting diversity initiatives is one of the common ways
Management Mentors has helped companies succeed. If
you are considering a mentoring program as part of your
diversity commitment, consider the following:

Commitment. Mentoring should not be window dressing for

the company. Be sure you can commit at the highest levels.
Inclusiveness. The program must include a diverse group of
mentors and mentorees.
Diversity in program. Include diversity components in design,
training and support.
Consider appropriate use of Mentoring Models.

The Case For Mentoring & Diversity

..minority executives in our study developed three
fundamental personal resources that were critical to
their later success: competence, credibility, and
confidence. These resources were acquired as a
result of work experiencesand the testing,
and mentoring they received during this crucial
period.
Breaking Through, Thomas & Gabarro p.31

Best Practices Approach

The following slides contain an overview only.
For a detailed explanation of our approach to Mentoring Program Design,
Training, Support and Evaluation contact us to arrange a free
consultation.
www.management-mentors.com
rpetrin@management-mentors.com
617-789-4622

Best Practices In Mentoring

Mentoring Pilot

Mentoring Pilot
Management Mentors Pilot Program allows companies
to try mentoring in the organization, understand the
process, and measure results before rolling it out to a
larger audience. The following slides provide highlights
of how this program is put together and implemented in
your organization. For a more detailed discussion of
how mentoring would work in your environment, please
contact us directly.

Key Players
For the pilot program (and for successful implementation beyond the
pilot) there are key resources required.

A Champion from Senior Management

Mentoring Program Manager

This individual is the internal project manager. They oversee the mentoring team,
manage the pairing, and keep the Senior Management team apprised of the programs
progress.

Mentoring Design/Implementation Team

Successful mentoring starts with support from the top

This group of people, overseen by the Program Manager, work with Management
Mentors to focus the program on your organizations specific goals and culture

Management Mentors Consultant

Our expertise and extensive experience make the difference between a successful
program with a long life and results versus one that is a drain on company resources.

Key Components of a
Successful Pilot

Design

Committed Design Task Force

Effective Program Manager
Clear Program Purpose
Well Defined Goals
Established Guidelines
Use of the Appropriate Mentoring Model

Implementation

Committed Implementation Task Force

Internal Marketing
A Well Defined, Proven Application, Selection, Interviewing
and Matching Process

Key Steps In Creating A

Successful Pilot

Training Phase

Maintenance Phase

Conduct training for Mentors, Mentorees, Mentoree Line

Managers and Program Managers
Program Manager
On-Going Training
Meetings and Support

Completion

Relationship Completion Modules

Evaluation Process
Measuring Results
Weave key learnings into program changes and expansion

Products, Materials & Support

Management Mentors is committed to your success. We
offer one of the most comprehensive programs in the
market with a full set of training and support materials that
begin with designing the program and carry you through
implementation, maintenance, and even tips and advice
in the years beyond.

Training in Mentoring Relationships Manual and Program

Group Mentoring Manual and Program
Finding Your Own Mentor Manual and Program
Mentoring Facilitation Manual and Program

Executive Mentoring Manual and Program

Products, Materials & Support (contd)

Program Manager Manual & Program

Program Managers Resource & Guide
Communication Styles in Mentoring Instrument.
(Group & Individual)
Supporting Forms and Documentation
Certification
Best Practice Review & Consultancy
Mentoring Program Management & Support service

Technology Options
Management Mentors supports clients in a variety of ways. Besides our comprehensive materials
and documentation, we also offer on-line tools that can help you achieve best in class mentoring.

Online Mentoring Management System

MentoringComplete
Customizable corporate mentoring software that fosters a mentoring culture
within your company or organization. MentoringComplete is an online
mentoring program that boasts ease-of-use, simplified set-up, and advanced
reporting, with the features you want and the benefits you desire.

Online Mentoring Training Program

Maximizing Success
Our interactive, online course introduces mentors and mentorees to crucial
mentoring skills and key concepts of corporate mentoring programs. Through
audio skits, interactive quizzes, and dynamic tutorials, Maximizing Success
students will walk away with the skills they need to develop successful
mentoring relationships.
Mentoring Program Manager Certification
This course provides detailed information on being a Mentoring Program
Manager from how to create and implement a program, to how to train and
monitor success.

Your Next Step In Creating A

Successful Mentoring Program
Contact Management Mentors Today!
The application of our acclaimed Best Practice Process and Standards will
include recommended timeframes, support materials and documentation,
appropriate use of Mentoring Models along with our experience of pitfalls
to avoid, success factors to include and our expertise on Diversity within
Mentoring.
www.management-mentors.com
rpetrin@management-mentors.com
617-789-4622