Employers are always looking for ways to develop and engage employees without breaking the bank.
One longstanding method continues to prove its value—mentoring.
Mentors at work play a crucial role in helping individuals grow professionally, build confidence, and feel supported in their careers.
The word “mentor” originates from Greek mythology. When Odysseus left for the Trojan War, he entrusted his older friend, Mentor, to take care of his son, Telemachus.
“Mentor” was adopted in the English language to describe someone who imparts wisdom to another.
What counts as mentorship
Traditional mentoring in the workplace still looks similar to this ancient myth. Typically an older or more seasoned employee shares knowledge with a younger or less experienced colleague.
Many organizations create programs where one employee is matched to another in a one-on-one relationship for the purpose of organizational knowledge sharing.
Some approaches to mentorship at work include:
- Structured pairings assigned by the Human Resources or Learning and Development function through a mandated mentorship initiative.
- Self-selected mentors chosen by employees based on their professional interests and needs.
In recent years, new models have developed in response to a changing workplace—one that is more collaborative, global, and tech-savvy.
Below are some approaches that many organizations are using in addition to—or in place of—traditional mentorship.
Reverse mentoring
A reversal of traditional mentoring in that a younger or less experienced person mentors an older or more seasoned colleague.
For example, this type of mentoring is useful if a member from a younger generation can impart knowledge about emerging technology to a member from an older generation.
Peer mentoring
A collaborative, cross-functional approach by which colleagues who work at the same level in an organization, but within different departments, mentor each other.
This method is an effective supplement to cross-training initiatives.
Group (or team) mentoring
A person with unique subject matter expertise—either internal or external to the organization—mentors a group of learners in need of a specific set of knowledge or skills.
For example, when an organization implements a new process, group mentoring is useful for bringing teams of employees up to speed.
Situational mentoring
A mentorship experience that addresses learning needs as they arise, allowing individuals to learn from one or more experts on a given topic.
Through this approach, several people can offer ideas simultaneously to help an individual solve an immediate learning need.
Virtual mentoring
Any form of the above mentors at work models implemented via a virtual channel, leveraging collaborative technology.
For example, a peer mentoring group conducted using Zoom to connect individuals located in a variety of offices across the country.
Unlocking the power of mentors at work
Mentorship can be a powerful way for you to engage employees at all levels. Mentors at work ensure organizational knowledge is shared, and support development of high-potential employees. All with very little impact on your budget.
Like any new initiative, don’t get lost in the details or wait until your plan is perfect to act. Instead, start identifying opportunities for mentoring programs and begin connecting employees today.
If you need help transforming your office culture to one that embraces mentors, please contact us today.
