TRIPLE CREEK’S
EMPLOYEE ENGAGEMENT
RESEARCH

www.3creek.com by Triple Creek Associates

 

TABLE OF CONTENTS

Executive Overview. .....................................................................................3

Introduction...................................................................................................5

Research Design Overview. .........................................................................7

Survey Method..............................................................................................9

Results and Insights on Engagement and Mentoring............................ 11

General Results.................................................................... 11

Distance or Co-located Relationships....................................... 14

Role - Mentors and Mentees................................................... 15

Gender and Race.................................................................. 18

Job Level and Tenure............................................................. 18

Conclusion................................................................................................... 20

Contact Information. ................................................................................. 20

Endnotes..................................................................................................... 21

The material contained in this pamphlet is by Triple Creek Associates, Inc.

It is protected by U.S. Copyrights and Trademarks. The Reproduction of this
material in any form is prohibited by penalty of law. No part of this publication
may be reproduced, stored in a retrieval system, or transmitted, in any form
or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without prior written permission of Triple Creek Associates, Inc.

Copyright ©2007 by Triple Creek Associates, Inc. First Edition

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

EXECUTIVE OVERVIEW
Employee engagement remains a critical concern for organizations.
New research conducted by Triple Creek Associates in early 2007
establishes a clear link between mentoring and the eight themes that
impact employee engagement. This is important for three reasons:

1. Employee engagement is a consistent predictor of individual

performance and organizational results.

2. Companies often try many approaches to increase

engagement, which may be counterproductive.

3. Mentoring may be one of the easiest and most cost-effective

ways for companies to impact engagement.

Engagement centers on eight common themes:

• Having adequate resources
• Having development opportunities
• Making personal connections
• Receiving constructive feedback
• Having clear goals
• Making a personal contribution
• Understanding task significance
• Feeling pride in one’s company

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

Survey Results
Five client organizations participated in our 10-question attitudinal
survey designed on a 6-point Likert scale (from Strongly Agree
to Strongly Disagree). Overall, results showed that a web-based
mentoring program can positively impact employee attitudes toward all
eight themes of employee engagement.

Although all 10 questions had statistically positive results, questions

with over a 4.6 response rating indicated an exceptionally high impact
due to mentoring. Web-based mentoring impacted five engagement
themes to this degree.

1. Making personal connections

2. Having development opportunities
3. Feeling pride in one’s company
4. Making a personal contribution
5. Receiving constructive feedback

Survey results indicate that participants in distance mentoring

relationships perceive the same benefit across factors of engagement;
there was no statistically significant difference between face-to-face
and distance relationships. Additionally, mentees and mentors both
gave high marks across all 10 questions, although their perception of
importance for each of the eight engagement factors may differ based
on role.

This research is the first step in analyzing mentoring in relation to

employee engagement. It is overwhelmingly positive and provides a
sound foundation for future research on this very important topic.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

INTRODUCTION
Employee engagement remains a critical concern for organizations,
and with good reason. Engaged employees are those who are
productive, active and connected—in other words, indispensable.
New research conducted by Triple Creek Associates in early 2007
establishes a clear link between mentoring and the eight themes
that impact employee engagement. This connection is vital for three
reasons.

1. Employee engagement is a consistent predictor of

individual performance and organizational results.
A previous paper published by Triple Creek summarized ground
breaking research by the Gallup Organization of over 10 million
customers, 3 million employees and 200,000 managers that suggests
engaged employees lead to engaged customers, which results in
sustainable growth, profits and higher stock value.1

Results in
Sustainable
Engaged Lead to Growth, Profits
Employees Engaged and Higher Stock
Customers Value for
Organizations2

That paper established the well-documented link between retention,

productivity and company performance with increases in employee
engagement. We suggest that mentoring could be a high impact, low
cost way to increase employee engagement.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

2. Companies often try many approaches to increase

engagement, which may be counterproductive.
Some companies have used engagement research to justify “bottom
slicing” or forced firing of bottom rung performers in the belief that
this will cull the disengaged from the workforce. In the UK, employee
engagement has fallen to a dismal 16 percent according to a 2005
Gallup engagement survey cited by author Simon Caulkin.2 He also
cites a study that shows how organizations are dealing with this
reality: “Three-quarters of senior executives would do an annual cull
of their workforce to boost productivity and performance. One in six
think they could get rid of 20 percent of employees without damaging
performance or morale….”

While the surface logic appears compelling—firing low performers who

are most likely to be disengaged will increase engagement for the
remaining employees—we agree with the author of this article that
this action sends a message that may end up creating more problems
than it solves. Most research suggests that engagement increases
when employees perceive leadership as caring and committed to their
improvement, when employees perceive fellow employees as friends
and collaborators, and when employees have job expectations that
are clear and reasonable. Forced “bottom slicing” feels arbitrary,
uncaring and competitive to most employees, even when the axe falls
on someone else. By contrast, mentoring is a positive approach to
increase engagement that boosts both morale and productivity, with
the potential to impact all employees. In fact, 2006 research at Sun
Microsystems suggests that mentoring targeting bottom performers
may yield the most significant returns on investment.4

3. Mentoring may be one of the easiest and most

cost-effective ways for companies to impact
engagement.
Engagement is not just an issue of salary increases; it is a social
and cultural issue rooted in the fabric of relationships that comprise
the work environment. The Gallup research of over 200,000
managers established that training managers in engagement-
focused management techniques was effective5 and we agree that

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

organizations should integrate engagement research into their

management training. However, large-scale management retraining
programs are often costly, time-consuming, and may or may not be
effective if the culture of the organization does not change to support
the retraining efforts.

In our last paper on engagement6, we hypothesized that mentoring

supports employee engagement in two main ways:

• Mentoring provides an objective way for employees to explore

their strengths and find better alignment between their
talents and their role in the organization.

• Mentoring provides a safe, supportive, relational environment

where employees can explore, grow and develop as people
and team members.

In that paper, we made a common sense case for these assertions. In

this paper, we will present preliminary research that is the first step in
establishing these assertions, directly linking mentoring and increased
engagement.

RESEARCH DESIGN OVERVIEW

The Gallup Organization presented one of many efforts to research
factors leading to employee engagement. Other researchers include
Gerald Seijts and Dan Crim; Andrew Harley, Danielle Lee and Dilys
Robinson; Sean McDade and Alasdair McKenzie; Steve Bates; and
Jay Jamrog.7 Although each author has his/her own set of terms to
describe the phenomenon, the aggregate definition of engagement
centers on eight common themes.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

• Adequate Resources – Engagement is linked to having the

resources to accomplish the task at hand. These resources
may include physical items such as computers and
machinery, or may be found in the competence of a coworker.

• Development Opportunities – Engaged employees see

their work as challenging and have options for development
and advancement. This is a key way for senior management
to demonstrate interest in employees’ well-being.

• Personal Connection – Having a friend in the organization,

or “being cared about by colleagues”8, is a strong predictor of
employee engagement. Also, it is important that employees
feel that the company values them.

• Constructive Feedback – Timely, positive and constructive

feedback—aimed at the individual—contributes to a sense of
being valued by the organization and other employees.

• Clear Goals – Employees need a clear understanding of the

organization’s goals, along with how their individual goals fit
into the larger picture, if they are to stay engaged.

• Personal Contribution – Empowerment to make or

contribute to decisions and sharing responsibility in decisions
and outcomes helps employees feel like they make a personal
difference.9

• Task Significance – Employees appreciate being able to see

the value they bring to the organization10 and knowing that
their contribution is meaningful.11

• Pride In Company – “People want to be proud of their jobs,

their performance and their company”.12 This aspect is
directly related to an employee’s commitment to the
company.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 

In addition to these basic themes, the literature also agrees on the

widespread benefits of employee engagement. The 2002 Gallup
study states that an engaged workforce is directly related to increased
retention, sustainable growth, sustainable profits, and higher stock
value.13 Additional research supports this conclusion, adding that
engaged employees are more productive and produce more revenue—
not only improving bottom line results, but driving them.14

The Open Mentoring® process facilitates mentoring relationships

that we believe have a direct, positive impact on these eight themes
and therefore a positive impact on employee engagement. To verify
this claim, we conducted a study to analyze the impact of Open
Mentoring® on these factors of employee engagement.

SURVEY METHOD
Instrument
We designed a 10-question survey to gauge the connection between
a web-based mentoring program (Open Mentoring®) and the eight
engagement themes identified (see Table 1 for a list of the questions).
This is an attitudinal survey, designed to measure the perceptions of
program participants, because their perception is the basis for their
degree of engagement.

The respondents were asked to rate each question on a 6-point

Likert scale, ranging from Strongly Agree to Strongly Disagree. Each
question begins with the phrase “Participating in the web-based
mentoring program has…” in order to clearly assess the connection
between Open Mentoring® and engagement factors, and to remove
the interpretation that respondents were gauging overall engagement
unrelated to Open Mentoring®.

In addition to the general survey questions, respondents were asked to

identify their gender (optional), race (optional), length at company, job
level, role (mentor, mentee, both), and type of relationship (distance
or face-to-face).

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 10

The survey was distributed electronically via the Survey Tool within
the Open Mentoring® program to 738 participants at five client
organizations enrolled in Open Mentoring®. We received 125
responses, a 17 percent response rate.

Participants
The audience for this survey is defined as users of Open Mentoring®
who meet the following criteria:

• Enrolled in Open Mentoring® as mentor or mentee.

• Has participated in at least one relationship, or is currently
three months into a relationship.
• Has been in a mentoring relationship within the past 12
months.
• Is still employed at the client company.

Calculations
Upon receiving the completed surveys, we calculated the mean for
each of the 10 questions, as well as the overall mean across the
10 questions. We then separated the survey results based on the
different demographic variables and conducted simple correlation and
regression, in addition to ANOVA (analysis of variance) to determine
any statistically significant differences in responses. We calculated the
standard deviation for each question, but opted to report all results—
even those beyond two standard deviations—in order to present
the complete findings and to fairly represent all opinions that were
submitted. In this case, the only “outliers” were responses on the low
end of the scale; removing them for standard deviations would have
increased the results to the positive side.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 11

RESULTS AND INSIGHTS

ON ENGAGEMENT AND MENTORING

General Results
A web-based mentoring program can significantly impact employee
attitudes toward all eight themes of employee engagement. The table
on page 13 contains the average ratings for all questions, which are
also displayed in the graph below. The average rating across all 10
questions is 4.62 on the 6-point scale, as indicated by the white line
below.

AVERAGE
RATINGS
6

0
1 2 3 4 5 6 7 8 9 10

Question Number

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 12

Not only were the results positive for all 10 questions in the survey,
results were fairly consistent across all five organizations participating
in the research, as indicated in the graph below. This suggests that
attitudes toward themes impacting engagement can be positively
shaped by mentoring in a variety of industries and organizational
cultures.

ENGAGEMENT AVERAGES
ACROSS CLIENTS
6.00

5.00

4.00

3.00
Client 1
Client 2
2.00 Client 3
Client 4
1.00 Client 5
0.00
1 2 3 4 5 6 7 8 9 10

Question Number

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.

Survey Question
1. My experience in the
mentoring program has
helped me clarify my role
at work.
2. The mentoring
program helped me
enhance skills I need to
perform my job.
3. The mentoring
program gave me a
feeling of control over my
development needs.
4. Due to my experience
in the mentoring
program, I have felt pride
in my work.
5. Mentoring has allowed
me to contribute to the
success of the company/
organization.
6. Because my company/
organization offers a
mentoring program,
I feel they value my
development.
7. Because of my
mentoring experience,
I feel more committed
to my company/
organization.
8. Due to the mentoring
program, I have received
valuable feedback.
9. The mentoring
program helped me
develop a positive
relationship with another
individual in the company.
10. The mentoring
program has been
a valuable learning
opportunity for me. mentoring program, and it is significant because the high
Overall Average Rating
Note: Questions in italics indicate a connection to
one of the top five engagement themes.
For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
13
Average
Rating Although all 10 questions had statistically positive results,
4.374 questions with over a 4.6 response rating indicated an
exceptionally high impact due to mentoring. Web-based
mentoring impacted five engagement themes to this degree.
4.322
1. Personal Connection (Question 9) – Average Rating
5.23
It almost goes without saying that mentoring increases
4.382
one’s relational connections at the organization and, in
retaining younger employees, many believe that the relational
environment may play a much larger role than in previous
4.354
generations. The graph on page 11 illustrates that Question
9, regarding the development of a positive relationship with
another in the company, received the highest average rating
4.618 out of all 10 survey questions. Over half of the respondents
strongly agree that the web-based mentoring program helped
them develop a positive relationship with another person in
4.79 their company or organization.
2. Development Opportunities (Questions 6 and 10)
4.652 – Average Rating 4.79 and 4.86 respectively
The high responses to these questions indicate that employees
had significant learning experiences in the mentoring
relationship, which supports earlier research that mentoring
4.612 is one of the preferred ways to learn.15 The ratings also
indicate that employees perceived the mentoring program
as demonstrating the organization’s investment and interest
5.226
in their growth and development, providing tangible proof of
employees’ importance to the organization.
4.864
3. Pride in Company (Question 7) – Average Rating 4.65
This question measures personal commitment due to the
ratings confirm previous research suggesting that commitment
4.6194 leads to retention of employees and is a major part of the
return on investing in mentoring programs.
 14

4. Personal Contribution (Question 5) – Average Rating 4.62

The high rating on this question shows that mentoring is not just a
“feel good” activity; it empowers individuals to contribute to company
goals, objectives and success using their unique knowledge and skills.
Furthermore, web-based mentoring helps employees identify specific,
possibly as yet untapped, knowledge and skills that they can share
with others, while perpetuating a culture of sharing and growth.

5. Constructive Feedback (Question 8) – Average Rating 4.61

Both personal and professional development depend on an objective
assessment of one’s strengths and weaknesses as they relate to goals.
This result confirms that employees perceive mentoring as a legitimate
method of receiving such objective assessment.

In summary, these results indicate that a mentoring relationship can

impact personal learning and development, as well as organizational
priorities related to retention and success. Web-based mentoring
programs can provide both relational support and job related
development opportunities long shown to be strengths of informal and
formal mentoring relationships.

Distance or Co-located Relationships

Triple Creek Associates has long held that distance mentoring can
be effective in accomplishing the goals for mentoring relationships
and these results certainly support that assertion. While face-to-
face relationships seem to show slightly higher ratings, there is
no statistically significant difference in the benefits perceived by
participants who engaged in face-to-face relationships, distance
relationships, or a combination of the two (see graph on following
page). Web-based mentoring facilitates the connection of mentoring
partners across geographical boundaries, and these survey results
indicate that participants in distance relationships perceive the same
benefit across the factors of engagement. Since the benefits are

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 15

similar no matter the method of conduct, organizations can confidently

encourage mentoring pairs to conduct their relationships in ways that
meet their needs, loosening the dependence on the traditional face-to-
face meeting style.

METHOD OF
CONDUCT
6.00

5.00

4.00

3.00
Face to Face
Distance
2.00 Both
Group Average
1.00

0.00
1 2 3 4 5 6 7 8 9 10

Question Number

Role – Mentors and Mentees

The results show that mentoring impacts attitudes toward engagement
in a positive way for both mentees and mentors, with mentees having
a slight statistical edge. Respondents were asked to identify in which
role they participated in the mentoring program: mentor, mentee, or
both. Across all 10 questions, the average mentor rating was 4.55,
while the average mentee rating was 4.80.

Mentees
Mentees ranked the following four themes higher than mentors to a
statistically significant degree:

• Clear Goals (Question 1)

• Pride in Company (Question 7)
• Constructive Feedback (Question 8)
• Development Opportunities (Questions 2 and 10)

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 16

Again, these differences were all positive, in that the mentors did not
indicate low engagement on these factors; mentees simply rated these
factors higher on the scale than mentors.

Mentees reported increased clarity of their role at work, which

indicates that a mentoring relationship can be a beneficial supplement
outside of the supervisor’s role. While the employee-supervisor role
is essential, a mentor can help that employee gain a new perspective
and clearer understanding of how their role fits into the greater
organization.

Mentees’ high ratings regarding skill enhancement, valuable feedback

and valuable learning opportunity lead to the conclusion that
mentoring is a valid training and development method. Mentoring
leverages the existing, often implicit knowledge of mentors to achieve
the specific learning needs of the mentees, making mentoring a cost-
effective, just-in-time development option. Mentoring is also a great
way to supplement other training initiatives to increase the knowledge
transfer from the classroom to the workplace.

Additionally, the fact that mentees perceived an increased commitment

to the company/organization after the mentoring program increases
the likelihood that the organization will realize the return on
investment in the mentoring program. With increased commitment,
mentees are likely to stay at the company, apply the knowledge
gained during their mentoring relationship, and share their feeling of
commitment with other employees. Plus, mentees who had a positive
mentoring experience and have increased organizational commitment
are ideal candidates to become mentors themselves, continuing the
cycle of sharing, learning, growth and engagement.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 17

Mentors
It is important to note that mentors rated the connection between
web-based mentoring and the factors of engagement positively also.
This supports earlier research that indicates mentors experience a
similar benefit from mentoring to that of mentees. In this survey,
mentors rated three factors slightly higher than mentees, although not
to a statistically significant degree:

• Pride in Company (Question 4)

• Personal Contribution (Question 5)
• Personal Connection (Question 9)

These results indicate that mentoring relationships provide intangible,

emotional benefits to mentors. These are the type of benefits that are
so difficult for organizations to consistently create, yet so impactful
when created—especially to the more tenured workforce that has
already achieved the tangible benefits from the organization. These
factors are important to engagement and are often associated with the
retention of top talent as well.

As the results indicate, a web-based mentoring program can provide

an overt way for organizations to show that they care about their
employees and to help them build the type of internal culture where
relationships and development are nurtured.

MENTORING ROLE
6.00

5.00

4.00

3.00
Mentees
2.00 Mentors
Group Average
1.00

0.00
1 2 3 4 5 6 7 8 9 10

Question Number

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 18

Gender and Race

The results based on other demographic variables were positive as
well. When analyzing the results by gender, only Question 4 showed a
statistically significant variation. Women rated the connection between
web-based mentoring and their feeling of pride in the company slightly
higher than men. This could indicate that relational development
impacts this aspect of engagement more strongly for women. The
lack of significant variation across the other nine questions indicates
that men and women experienced similar benefit from the mentoring
program, proving it to be a development tool that transcends gender.

When analyzing the results by race, African-Americans rated all

10 questions higher than all other racial groups, which included
Caucasian, Hispanic, Asian/Pacific Islander, Other and No Answer. The
number of respondents in each group was not high enough to be able
to draw strong statistical conclusions, therefore indicating the need for
further research, however all groups reported a positive benefit.

Job Level and Tenure

There was no significant difference in the ratings based on job level,
indicating that employees—from individual contributors to executives—
perceived similar benefits from the mentoring program. This finding
supports the underlying philosophy of Open Mentoring®, which
advocates offering mentoring to people at all levels of an organization
because they can each benefit in their own way.

Respondents indicated how long they had worked for their organization
and, in reviewing the results based on this demographic, we found a
statistical difference on three questions.

1. Pride in Company (Question 7) – Participants with 20

years of service or more rated the connection between web-
based mentoring and a feeling of pride in their company/
organization the highest.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 19

2. Personal Contribution (Question 5) – Participants with

20 years of service or more gave the highest average ratings
to the ability to contribute to the success of the company/
organization due to the web-based mentoring program.

3. Development Opportunities (Question 6) – Employees

with 1-3 years of service rated this question highest, closely
followed by employees with 20 years of service or more.

These results prove powerful because they show organizations how

people of various tenure lengths view web-based mentoring, providing
insight into many perspectives. They also offer evidence that web-
based mentoring can be used as a retention strategy for employees at
different levels.

The first two results indicate that web-based mentoring is an excellent

way to keep the more senior employees engaged. As people flourish
in their careers, they often want to give back to those around them.
This is especially true of people nearing retirement. When faced
with the potential ending of their careers, many people start thinking
about ways to establish a legacy so that they can leave a lasting mark
on their organization. Mentoring clearly offers a proven method for
accomplishing this.

The third result indicates that the web-based mentoring program is

a viable way to make both new and veteran employees feel valued.
In fact, pairing new hires with seasoned employees allows a culture
of learning and appreciation to take root as these two populations
interact. This sentiment can continue for these groups as they move
forward in their careers, eventually spreading so employees of all
tenure lengths feel the positive impact of mentoring and engagement.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 20

CONCLUSION
While our research reveals only the tip of the iceberg on a very large
subject, the results tell a consistent story across all five participating
organizations. The conclusion: Mentoring positively impacts all critical
themes related to employee engagement. Organizations who see the
connection between engagement and company performance should
consider web-based mentoring as a high impact, low cost way to
improve attitudes shown to be critical to engagement.

Our hope is to conduct expanded research in the future in order to

further understand the role mentoring plays in employee engagement
and to provide mentoring advocates with even further proof that
mentoring matters.

CONTACT INFO
To learn more about Open Mentoring® and how it can play a role in
employee engagement for your organization, please contact us.

Toll-Free: 866-470-1603
Direct: 303-707-0800
E-mail: info@3creek.com
Web: www.3creek.com

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 21

ENDNOTES
1. Curt Coffman and Gabriel Gonzalez-Molina, Ph.D., Follow this Path:
How the World’s Greatest Organizations Drive Growth by Unleashing
Human Potential. New York: Warner Business Books, 2002.
Cited in: Triple Creek’s research paper “Mentoring and Engagement:
Sustaining Organizational Success,” available in the Research
section at www.3creek.com.

2. Simon Caulkin, “What Sort of Boss Gives a Monkey’s about His

Staff?” The Observer, 28 January 2007.

3. Caulkin, January 2007.

4. James Holincheck, “Case Study: Workforce Analytics at Sun.”

Gartner, Inc., 27 October 2006 (ID Number: G00142776). The
referenced research paper is a summary of the findings at Sun of
original research conducted by Capital Analytics. All rights are
reserved by Gartner, Inc. and/or its Affiliates. Gartner disclaims all
warranties, express or implied, with respect to this research,
including any warranties of merchantability or fitness for a particular
purpose.

5. Coffman and Gonzalez-Molina, 2002.

6. Triple Creek’s research paper “Mentoring and Engagement:

Sustaining Organizational Success,” available in the Research
section at www.3creek.com.

7. a) Gerard H. Seijts and Dan Crim, “What Engages Employees the

Most or, The Ten C’s of Employee Engagement,” Ivey Business
Journal, March/April 2006, pp 1-5.

b) Andrew Harley, Danielle Lee, and Dilys Robinson, “How O2 Built

the Business Case for Engagement: Revitalizing an Employee
Engagement Program and Gaining Senior Buy-in,” Strategic HR
Review, September/October 2005, v.4(6), pp. 24-27.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.
 22

c) Sean McDade and Alasdair McKenzie, “Knowledge Workers in

the Engagement Equation: Keeping Knowledge Workers
Engaged,” Strategic HR Review, May/June 2002, v.1 (4),
pp. 34-37.

d) Steve Bates, “Getting Engaged,” HR Magazine, February 2004,

v.49 (2), pp. 45-51.

e) Jay Jamrog, “The Perfect Storm: The Future of Retention and

Engagement,” Human Resource Planning, 2004, v.27 (3),
pp. 26-33.

8. Seijts and Crim, March/April 2006.

9. Bates, February 2004.

10. Jamrog, 2004.

11. Seijts and Crim, March/April 2006.

12. Seijts and Crim, March/April 2006.

13. Coffman and Gonzalez-Molina, 2002.

14. Seijts and Crim, March/April 2006.

15. More information on this topic can be found in Triple Creek’s

research paper “Growing Talent through Mentoring and Coaching,”
available in the Research section at www.3creek.com.

16. Only six responses indicated “both,” representing less than 5

percent of the sample. Therefore, we excluded conclusions based
on those responses, which were generally lower (3.47 on the 6-
point scale).

17. Triple Creek’s research paper “Mentoring’s Impact on Mentors:

Doubling the ROI of Mentoring,” available in the Research section
at www.3creek.com.

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.