Everyone agrees that mentoring is
beneficial, but organizations rarely
assign people to fill this role. Here are
some straightforward tips for launching
and carrying out a successful program.
Building a Successful
Mentoring Program
Robert McCauley computer, office supplies,
A perhaps some paperwork to
sign. When it comes to welcoming
new employees to the company,
most managers stick to these and
a handful of other basics. To truly
prepare incoming workers for
success, however, at least one addi-
tional item is necessary: a mentor.
Unfortunately, few companies
have mentoring programs in place.
According to a recent survey by
Robert Half, a majority (58%) of
chief financial officers polled said
it's uncommon for entry-level
employees to be matched with men-
tors, either formally or informally,
in their organizations (see Figure 1).
Mentoring, however, is a valuable
way to transfer knowledge, foster
talent, and promote best practices.
By pairing any new hire, whether
entry level or experienced, with a
veteran employee, companies can
help workers get up to speed quickly
and make immediate contributions
to the firm.
A confidant is useful for explain-
ing aspects of an organization that
are sometimes not obvious to a
newcomer. For example, mentors
can provide insight into the prevail-
ing culture of a company, including
the preferred modes of communi-
cation and other often unspoken
rules. These programs also show
that the company is concerned
about encouraging the professional
growth of its employees, creating
a positive work environment, and
ultimately, enhancing retention
rates. In short, a trusted mentor
can help a new employee form
a bond with the company and
foster loyalty.
Of course, it's not just new
employees who benefit from men-
toring. Selection for an advisory role
provides mentors with reassurance
that their contributions are highly
valued, which can increase their
own confidence and job satisfaction.
At the same time, serving as a
mentor enhances leadership skills.
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 Figure 1: Mentoring Programs meet. This option is ideal if you're not completely
CFOs were asked, "How common is it for you to sure how best to facilitate the program, or you lack
assign mentors, either formally or informally, to the internal resources to manage it.
entry-level employees within your accounting and
finance departments?" Selecting Participants
When selecting mentors for your program, it's
Don't Know,
important to choose people who not only exhibit
4% Very Common, qualities you want others to emulate but who also are
13%
excellent communicators and coaches. They must have
the ability to provide support and guidance without
micromanaging their proteges. Often, these attributes
are less a function of yeai"s on the job and more a
Somewhat matter of well-developed people skills. In addition,
Common,
you should choose professionals who have a positive
25%
attitude about their jobs.
To achieve the goals of your program, you may
Not At All discover that the best mentors are outside the depart-
Common, ment. For instance, if you want a new employee to build
58% public speaking skills, he/she may benefit from working
with a marketing manager who gives presentations on
a regular basis. You may even want to create a team of
which can position an employee for career advancement mentors who possess different skill sets and expertise.
opportunities within the organization. They can work with mentees on a rotating basis,
allowing participants to learn more about a variety
Laying the Groundwork of specialties and ensuring a more effective transfer
It's important to define your objectives clearly before of knowledge.
beginning a mentoring program. For instance, if your
primary goal is to ensure new employees are productive Providing Direction
from their first day on the job, you may want to pair Look for common ground when matching mentors
participants with workers who can help the new with mentees. Shared experiences such as growing
hires build time- and project-management skills or up in the same hometown or having similar hobbies
proficiency with proprietary software can create an
applications. instant rapport
Next, you'll need to determine It's not just new employees who and improve the
whether to pursue a formal or informal benefit from rnentoring. Selection chances for long-
program. A fornial approach typically term success.
for an advisory role provides
requires a larger time commitment, Those serving in
as you'll be responsible for assigning mentors with reassurance that their an advisory capacity
mentors to mentees and overseeing contributions are highly valued, must know their
the relationships; however, because it's responsibilities. The
which can increase their own
more structured, this method may be difference between
more efficient in the long run. You also confidence and job satisfaction. offering guidance
can design the program so employees and supervision
who participate receive financial should be explained
or other rewards, such as a spot bonus or added carefully. Remind mentors that insights based on
vacation time. personal experience are more valuable than giving
An informal program encourages participation but orders or solving every dilemma presented to them.
doesn't define specific procedures with predetermined Likewise, mentees need to understand how the rela-
expectations. Employees decide how and when they tionship will work. For instance, will their mentors

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Serving as a Successful Mentor
Many professionals receive significant satisfac-
tion from serving as a mentor to more junior staff
members. Helping a new colleague learn the ropes
can help an experienced worker build leadership
and communication skills, as well as showcase
his/her willingness to help other employees—and
the company as a whole —succeed.
If you're considering mentoring another
employee, here are some tips to ensure the
relationship goes well.
• Share your knowledge. An effective mentor is a
valuable resource for a wide range of ideas and
information. A new staff member, for example,
might be quite proficient at conducting research
but may require your guidance on how to report
findings to management. A good mentor also
knows when to defer to a more knowledgeable
source and is willing to identify another staff
member who has the expertise to provide proper
instruction.
• Listen. New employees, whether they are entry
level or experienced, face many challenges
and will appreciate having you available as a
sounding board for their concerns, questions,
and suggestions. So, always maintain an open
door policy to let people know they can come
to you virtually anytime. And be open to new
ideas and approaches, even those that you
initially question.
• Build morale. A good mentor actively celebrates
the achievements of others. In selected instances,
you'll want to put your compliments in writing
and communicate this enthusiasm and appre-
ciation to the person's supervisor or others in a
management role. On a more casual basis, good
mentors are consistently upbeat, enthusiastic,
and always looking for chances to vocally praise
others.
• Be willing to bend. Mentoring is much more of an
art than a science. As your relationship with
your protege progresses, you'll undoubtedly find
yourself learning a great deal through trial and
error. Be willing to alter your approach when
necessary and look to the mentee for feedback
on your performance.
provide direction on how to conduct a client presenta-
tion or simply offer opportunities for shadowing them
during these projects? How frequently will meetings
take place? Putting some of the expectations in writing
can help avoid confusion and misunderstandings
down the road.
Privacy and trust are essential to a successful men-
toring program, so confidentiality guidelines also
should be established up front. Proteges are more likely
to ask questions and seek assistance from their meritors
if they know there won't be negative career implications.
For instance, a new employee who is having trouble
working for a difficult boss should be able to turn to his
mentor for advice without fearing that the supervisor
will find out.
Evaluating Results
Whether you choose a formal or informal program,
you'll want to monitor results. It's valuable to meet with
participants periodically to check on progress toward
key goals and to make adjustments if necessary. You'll
ensure everything stays on track and that all parties
are satisfied with the process.
Remember that even the most well-executed programs
run into difficulties from time to time. Co-workers
don't always get along as well as anticipated. Although
you want to strive to make compatible matches, you
shouldn't force an arrangement that isn't working.
Establishing an effective mentoring program
takes time and commitment. It requires continually
re-evaluating the goals and modifying your approach
as needed. At their best, however, these programs can
be invaluable tools for building a spirit of camaraderie
at the office and increasing the knowledge base of
your employees. The long-term benefits can pay off
for years to come.
Robert McCauley is corporate communications manager
for Robert Half International (www.rhi.com), the
world's first and largest specialized staffing firm.
He can be reached at Robert.mccauley@rhi.com.
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