Man walks up to his mentor and says, “What are you going to do for me?” 

That scenario illustrates why a company mentoring program should set up guidelines and expectations.   Marco Garza, Unique HR regional principal, described the elements important for  successful mentoring during his presentation on “Designing an effective workplace mentoring program” at a meeting of the Society of Human Resources Management, LGV chapter.

The business case for supporting mentorships begins with the fact that Bill Gates, Steve Jobs and Warren Buffet had key mentors, Garza said. People being formally mentored report increased job satisfaction and more job commitment.  They have better performance ratings and more rapid advancement along with much lower turnover. Their mentors have reported benefits ranging from personal growth and satisfaction to career revitalization. A formal mentoring program is an inducement for 60% of college graduates seeking employment.

A mentor takes a younger person under his/her wing to introduce to them to their network of contacts, orient them to the industry and organization, and teach them about job fundamentals.  As part of a personal relationship, the two have conversations that reflect on experience, lead to making informed decisions and acting upon the decisions.  For both mentor and protégé,  the time should be inspiring, challenging and motivating. In contrast, a supervisor is a coach focused on  performance for specific roles.

Mentoring requires a shift in thinking and acting, Garza said, because it is not a subordinate-supervisor relationship.   Mentoring is two adults learning through give and take and collaboration.  The mentor should not be the protégé’s supervisor. In fact, mentoring appears most effective when the mentor is several levels above the supervisor or in a different department or both.

“Protégées must be willing to shoulder much of the responsibility to make it work,” Garza said.   Mentoring is a learner-centered activity, and the protégé typically sets the agenda, with input from the mentor.” Mentors have to make time to foster the relationship.

Once the need for a formal mentoring program is established, the structure and policies for starting a mentoring relationship should be developed.  Who will be recruited to be mentors and protégés?  Will  protégés be selected on their skills, motivation or personality?  Will mentors be assigned or volunteer?  What is the acceptable range of frequency and method of contact (face-to-face talks weekly or monthly? contact by text, email, phone? length of meetings and the mentoring relationship?)  Does the mentoring program align with overall talent management initiatives of HR?

Larger companies will want to have framework for matching a  mentor and protégé.   Top management should have input on design on the program and be willing to serve as mentors in order for the program to be successful. Mentoring  provides an avenue for them to help build the company, pass along their knowledge and develop their own skills.   Mentors note the characteristics they like in protégés are trustworthiness, a willingness to learn, the ability to take feedback and be achievement-oriented.

Once participants have been introduced to the objectives and boundaries of mentoring, HR likes to monitor and evaluate their response to the program.   Are the matches good?   Do the mentors and mentees challenge and motivate each other? Is talent being developed?

For more information, contact Marco Garza at marcog@uniquehr.com. 

This story by Eileen Mattei appears in the October 2015 edition of Valley Business Report. For more stories from the October edition, click on the “Current & Past Issues” tab.