It's National Mentoring Month, and as employees seek increased connection and professional development opportunities at work, this is a perfect time to make sure they have someone who helps them feel settled and supported in their role.
Ninety-two percent of Fortune 500 companies offer mentoring programs, and their average profits are three times higher than those without such programs, according to MentorCliq. Their research also shows a 50%
"There's a buy-in, per se, from both [the mentor and mentee]," says Matt Moraski, senior managing principal at insurance, financial and HR consulting company OneDigital. As one of the leaders of his company's own mentorship program, he understands the widespread value of these working relationships. "The folks involved in these programs tend to
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At OneDigital, all employees go through a one-year mentorship program in addition to their daily on-the-job training, ensuring that they are not only learning in real time, but feel supported throughout the process as well. Moraski emphasizes the importance of laying out clear expectations, objectives and goals for both the mentor and mentee, which helps close the gap between going through the motions and actual accomplishment. No matter how long a program lasts, feedback from both parties should be part of the experience as well.
"At OneDigital, both the mentor and mentee have a structure in place that allows them to provide proper and appropriate feedback," Moraski says. "Make sure there's regular, ongoing communication to avoid disconnect and failure."
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As part of OneDigital's year-long program, mentees and mentors meet once a week for 30-minutes to discuss plans and goals, and cover any questions. Mentees also check in bi-weekly with a more senior employee to make sure the partnership is a good cultural fit for the mentee, and that the right person was chosen to help develop new talent, Moraski says. Program leaders also have a responsibility to communicate with mentors and ensure they are able to handle the role before teaming them up with a new hire.
"Before we commit to hiring someone, we make sure that the mentor has the capacity to be a mentor," says Moraski. "We [also] incentivize our mentors: If their mentee is successful, then we want to make sure that the mentor is rewarded for that. It's not a small job, and it's not an easy job to make sure that someone is successful."
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In addition to a financial incentive — which is also given to the mentee with the successful completion of outlined goals — a successful mentor can also use the position to propel their career, Moraski says.
"Mentors feel like they're being given some leadership and career advancement opportunities, and it's a chance for us to observe who might be the next leaders in the organization," he says. "There's something about teaching that sharpens your work and gives you the ability to present to a broader audience or in a different environment. That allows you to go externally and apply the same principles."
