Creating A Formal Mentoring Program

One of the best ways to excite and reinvigorate employees, all while giving them training for cheap is to start a mentoring program. The results will show that more employees stay in the job for a longer time, and all employees are happier because they feel they are getting something out of their work. There are many other benefits of mentoring, too. When creating a mentoring program, the first choice is whether it should be a formal or informal program. Formal programs tend to be better because the proteges, or mentees, learn more about their job, meet a diverse group of people, and there is less emphasis on being friends with the mentor.
Creating a Mentoring Program – Job Competencies
In order to determine how mentees will improve in their job, job competencies should be created. Most employees probably know what their job function is, but they also need to know what skills go along with being qualified for the job. This might include knowing how to use different computer programs, a certain writing proficiency, or ability to interact with customers. The important thing is that all employees should know what their job expects of them.
A call for mentors and mentees should be made, and many will be interested. Completing the mentoring program can be placed on a performance review. It should be explained to potential participants that an application and survey will need to be filled out, and the best matches will be placed together. Everything should be done to make sure all mentee applicants have a mentor, but if one cannot be found, they will be guaranteed placement in the next mentoring program.
Mentoring Career Development – Matching Algorithm
The application and survey should include all the job competencies that both potential mentors and mentees use in their jobs. All applicants will complete the survey, and then their results should be placed into an algorithm. The algorithm will measure where each mentee wants to improve, versus each mentor’s perceived expertise in each competency. A perfect match will be a mentee with the desire to improve in the same competencies that a mentor is an expert at. Each competency will be measured based on the potential mentor-mentee match and added up. Those matches that show the mentor could most benefit the mentee based on expertise versus desire to learn will be placed together.
It is important that no mentee is placed with a mentor that is a direct superior.
Create a Formal Mentoring Program – Orientation
At the orientation, mentors will meet their mentees for the first time. It is important that all participants are present to start the relationship off on the right foot. And icebreaker should be played with all participants, and then everyone will need to sign a contract that lays out how many times each group needs to meet, the method of meeting (phone, e-mail, face-to-face), and a guarantee of confidentiality. Confidentiality is essential to the relationship. There may be questions asked about pursuing other jobs, or problems with a boss. These conversations need to occur, but cannot leave the meeting.
Private Meetings
Private meetings should occur at least once per month. It is best to have the meetings face-to-face, and they should last an hour at least. It is possible to conduct meetings over the phone or through e-mail, but this is not optimal. The meeting can take place during lunch, or outside of work hours, but the meeting should stay focused mostly on work, and both parties should be accepting of the meeting time. The mentor can give the mentee some extra work if it seems that this could help improve a skill level, but the mentor should not be using the mentee to complete work that should be done by someone else.
Group Meetings
Once per month the group should meet to discuss a predetermined issue. It is best if a facilitator and an expert in the issue at hand are present at the meetings. These issues can range from the best ways to negotiate office politics in the workplace to focusing on a very specific technical skill that everyone at the organization needs to know.
These meetings allow for all participants to get to know each other better and form a bond. They also let each mentee get access to more mentors that might have better answers in certain situations.
The meetings should not last more than 1-2 hours and generally can take place during lunch time as a brownbag discussion. Participants should attend at least 75% of the meetings.
Graduation
At the end of the program, recognition needs to be given to all that completed the program. Debriefing the program, which should last for a year, helps to improve the next iteration of the program, and can make the employees feel good about what they have completed.

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