Mentoring Program

Mentoring is an important part of Leadership Development. While Executive Coaching deals with the skills development, mentoring help leaders understand internal situations and politics. Issues that are specific to the type of business or the corporate culture that a protégé is trying to navigate.

Mentors know first-hand about the organization's culture and political climate because they have lived and thrived in it. When an employee is put into a leadership role, mentors provide important input and advice. This cultural and political guidance can be crucial for the success of a new leader.

For Talent Management Programs, mentoring is a key factor in supporting and grooming qualified candidates to be successful in more responsible roles.

Creating and Using a Mentoring Program

1. Objectives of the Program

RCE works with you to create the goals for the program. We review the organization's needs and the list of high potential employees to determine who would benefit from the Mentoring Program.

2. Select the Mentoring Program Criteria

RCE looks at the benefits of different types of mentoring programs and works with the organization to achieve the best fit. Mentoring Programs can be:

  • For a fixed period of time or ongoing
  • One-on-one or group programs.

3. Determine the Need and Capacity

We assess the talent and number of possible mentors, review the needs of potential protégés, and determine the best size and reach of the Mentoring Program.

4. Roll Out of Mentoring Program

As part of the roll out of the Mentoring Program, we recommend key Leaders hold information meetings. This encourages people to volunteer as mentors and protégés. It also boosts support and interest in the Mentoring Program. We ask volunteers to spread the word and recruit other potential participants.

RCE will recommend effective approaches and help create written and oral presentations as part of the roll out phase.

5. Matching Mentor and Protégé

RCE provides guidelines that consider backgrounds, career objectives, time in position, company tenure, strengths and weaknesses to match the appropriate mentor pairs. Protégés must be able to trust their mentors, and mentors must be willing to give of their time and insight to be effective. If the mentor is to be a sponsor as well, then he or she should be two to three levels above their protégé.

6. The Mentoring Arrangement

RCE proposes guidelines for interviewing, selection and establishing the relationship between mentor/protégé pairs. These include: goals, success factors, meeting schedules and location, and the time commitment for their arrangement. Once the mentor pair decides to work together, they select a format with agreements that work for them.

7. Evaluation of the Program

After a participant has completed their program, they are asked to evaluate their experience. RCE provides follow-up support if needed.

8. Evolution of the Program

Since the Mentoring Program is individual and tailored to the culture of the organization, we recommend continuous improvement. A follow up process is put into place to incorporate the evaluation and other feedback into an ongoing design of the Mentoring Program.