A mentoring program, as most professional development specialist would agree is generally built upon a pairing or matching of a mentor and mentee. A mentoring program is generally successful when the mentor is able to share, convey, teach and/or impart their knowledge or skills to the mentee. Historically the mentoring program grew from the concept of the apprenticeship where the master of a trade would impart their knowledge and skill to the apprentice. In many situations this is a very informal, loose understanding between two parties, the mentor and mentee. You are likely to find this scenario within a small office or across a profession with similar issues.
Creating a formal mentoring structure gets more complicate but the rewards can be great if the program is planned, designed and implemented well. Within a firm that structures such a program the firm may title such activities as a mentoring program, an internship, or even an intern development program (IDP). Some associations representing an industry or profession have similar programs. Some of the general benefits may be involvement of senior leadership and growth and development of the emerging professionals. For firms this may lead to better internal communications, improved retention and recruitment of staff, and a better return on financial investments of the human resource budgets.
The intent of a well planned mentoring program is to identify key leaders (mentors) that are willing to share their knowledge and time with the next level of potential leaders (mentees). A well designed program will set a framework and provide guidelines that participants use when participating in such a program. A well designed mentoring program allows for the mentor and mentee establishing goals and expected leaning outcomes from the experience. A successful mentoring program can be a win â win âwin for everyone, the mentor, the mentee, and the organization that supports the program.