Telling the truth about SME life today

Five tricks to get workplace mentoring right

Share on facebook
Share on twitter
Share on linkedin
Share on email

There are many advantages of workplace mentoring. For some, mentoring is an informal process, but more employers are now investing in formal training programmes to help employees meet personal aspirations, while supporting wider organisational goals.

Mentoring is often associated with junior teams, but senior members of staff can also reap the rewards. This is because people rarely succeed without additional support. 

Successful people have usually had someone behind them at critical points in their lives – to encourage, guide, challenge and test them, as well as to provide them with essential information and help them explore new possibilities.

Mentoring is also recognised by professional bodies. The CIPD (Chartered Institute of Personnel Development) recommends mentoring as a supportive form of development to help individuals manage their careers and improve their skills. 

Setting up a mentoring scheme is relatively straightforward, however establishing an effective mentoring scheme can be challenging. Here are some tips for your business: 

1) Have a clear purpose

It is essential that the reason for adopting a mentoring scheme is understood and supported by all staff. It should be communicated as an improvement process to benefit the workforce. 

Without a clear purpose it is very easy for mentoring to become just another one of “those things that we do”. Set SMART (specific, measurable, attainable, realistic and timely) goals and objectives for both the mentor and mentee, to ensure each person is accountable for their achievement.

2) Mentors should be willing and properly trained

It is important that mentors are willing to perform the mentor role, and that it is not imposed as a general duty. It is also vital mentors are properly trained. A real risk for even the best-motivated mentors is that they take over issues and actions, smothering the mentee that they are supposed to be supporting.

3) Mentees should be properly briefed

Mentees should be fully briefed and understand the mentoring relationship before it begins. Expectations should be properly managed to ensure positive personal development and measurable progression. Writing a mentoring contract is a good way to set and agree those expectations both for the mentor and mentee.

4) Crucially, mentors and mentees should be properly matched

It is crucial that the mentor and mentee are properly matched. Matching the wrong duo is the biggest single threat to mentoring as a standard business practice.

When deciding on your mentor matching criteria, the overarching business objective should be a central component to any decision. There is no universal criterion that fits all situations and each objective will require a personalised criteria to select the right pair. For example, if your business objective is focused on building management competencies, match mentees that have specific competency gaps with mentors that excel in those areas.

5) There should be a clear exit strategy to the relationship

An exit strategy should be established at the outset to ensure that a dependency does not form between the mentor and mentee. Such dependencies can go both ways, and can be detrimental to the business and staff involved.

Matthew Channell is operations director at TSW Training.



Share on facebook
Share on twitter
Share on linkedin
Share on email

Related Stories

More From


If you enjoyed this article,
why not join our newsletter?

We promise only quality content, tailored to suit what our readers like to see!