Attracting, Developing & Retaining
Your Talent

Best Practices & Standards In Mentoring
Programs
Management Mentors implements mentoring programs in organizations that want to establish a more connected work environment for their people.
Mentoring is a much sought after method of development. It gives access to skills, knowledge, experience and insight that other initiatives are unable to do.
The classic outcomes that mentoring programs make possible are
– increased staff retention
– greater advancement of minority and female staff
– increased productivity in all areas.
The following presentation explains more about mentoring and Management
Mentors philosophy.
For more information contact Management Mentors in the at 617-789-4622

• A strategic approach to developing an employee
(mentoree).
– Pairs him/her with a more experienced employee (mentor) who will teach, coach, counsel and encourage.
• A flexible concept that should reflect the unique culture & objectives of your organization.
– For this reason no two mentoring programs are the same and
“off-the-shelf” programs are not as effective.

• Mentoring is one of the most effective tools in people development.
– A study of the top 200 Executives in 50 large US companies
McKinsey 2000
• Mentoring is one of the top two most powerful leadership
development tools used in organisations.
– A study by the Institute of Management involving 1,500 UK managers.

• Seventy-one percent (71%) of Fortune 500 and private companies use mentoring in their organization.
Business Finance Magazine, 2000
• Seventy-seven percent (77%) of U.S. companies surveyed in 2000 said mentoring improved both retention and performance of employees.
Business Finance Magazine, 2000

• “Some HR programs, such as bonus payments and performance related pay or Mentoring programs are strongly linked to growth in earnings and so contribute directly to a company’s stock returns”
‘A Measure of Success’
People Management 2-May-02
• A mentoring initiative can not only lead to higher retention but also attract new talent by demonstrating a company’s commitment to professional development through mentoring

• In a survey it was found that 73% of organizations used mentoring, yet only 21% provided any guidance or training.
TrainingZone 12-Feb04
• “ A good …….mentor can make a massive difference to individual and organisational performance. But a bad one can be an ‘UNGUIDED MISSILE’ and do considerable damage”
TrainingZone 12-Feb-04

Since 1989, Management Mentors has lead the market in the research, development and implementation of mentoring programs.
Through this ongoing work in the education and excellence of Mentoring Programs we have established best practices and standards that provides the foundation for the greatest success.

Best Practices & Standards
• 8 Core Standards identified in:
– Design
– Implementation
– Matching
– Training
– Program Management
– Program Evaluation
– Quality Control
– Role of the Mentoring Program Manager

• Informal Mentoring
– Goals unspecified
– Outcomes unknown
– Access limited & may exclude employees
– Mentorees/Mentors self-select
– Mentoring lasts a long time
– No training/support
– Organization benefits indirectly

• Formal Mentoring
– Goals established
– Outcomes measured
– Access open to all who qualify
– Mentorees/Mentors matched
– Training and support provided
– Mentoring time limited (9-12 months.)
– Organization benefits directly

• Coaching
– Something managers must do for all their staff, a required part of the job
– Takes place within the confines of the formal line manager-employee relationship
– Is job and performance focused - focuses on developing the individual within their current job.
– Interest is functional – arises out of the need to ensure that the individual can perform the tasks required of the job to the best of their ability.
– Relationship tends to be initiated and driven by the individual’s manager.
– Relationship is finite – ends as individuals move on to work in other jobs under other line managers.

• Mentoring
– Formal, the individual’s manager is not the mentor
– Takes place outside the line manager relationship.
– Is focused on professional development that may be outside of the mentorees area of work.
– Interest of the mentor is personal in that the focus is on the mentoree to provide support both professionally and personally.
– Relationship may be initiated by mentor and/or matched by organization.
– Relationship crosses job boundaries.
– Informally, managers may choose to do for specific, selected employees.

• Links competency development to strategic business needs
• Ensures that skills are developed
• Involves company’s experts in process
• Creates and promotes a learning and diverse culture

Mentoring and Strategic
Business Objectives
Effective mentoring is directly tied to your strategic and business objectives. Examples of how our clients have linked their programs with their objectives include:
– Executive/career/professional development
• High potentials
• Succession planning
• Attract and retain talent
– Support diversity goals for
• Recruitment
• Retention
• Visibility and overcoming “glass ceiling”

Key Issues In Mentoring and Diversi ty
Supporting diversity initiatives is one of the common ways
Management Mentors has helped companies succeed. If you are considering a mentoring program as part of your diversity commitment, consider the following:
– Commitment. Mentoring should not be “window dressing” for the company. Be sure you can commit at the highest levels.
– Inclusiveness. The program must include a diverse group of mentors and mentorees.
– Diversity in program. Include diversity components in design, training and support.
– Consider appropriate use of Mentoring Models

The Case For Mentoring & Diversity
• “..minority executives in our study developed three fundamental personal resources that were critical to their later success: competence, credibility, and confidence. These resources were acquired as a result of work experiences…and the testing,…… and mentoring they received during this crucial period”.
Breaking Through, Thomas & Gabarro p.31

Our Best Practices Approach
The following slides contain an overview only.
For a detailed explanation of our approach to Mentoring Program Design,
Training, Support and Evaluation contact us to arrange a free consultation www.management-mentors.com
rpetrin@management-mentors.com
(617) 789-4622

Key Mentoring Pilot
Elements

Management Mentors Pilot Program (MMentPilot) allows companies to try mentoring in the organization, understand the process, and measure results before rolling it out to a larger audience. The following slides provide highlights of how this program is put together and implemented in your organization. For a more detailed discussion of how mentoring would work in your environment, please contact us directly.

For the pilot program (and for successful implementation beyond the pilot) there are key resources required.
– A ‘Champion’ from Senior Management
• Successful mentoring starts with support from the top
– Mentoring Program Manager
• This individual is the internal project manager. They oversee the mentoring team, manage the pairing, and keep the Senior Management team apprised of the programs progress.
– Mentoring Design/Implementation Team
• This group of people, overseen by the Program Manager, work with Management Mentor’s to focus the program on your organizations specific goals and culture
– Management Mentors Consultant
• Our expertise and extensive experience make the difference between a successful program with a long life and results versus one that is a drain on company resources.

• Design
– Committed Design Task Force
– Effective Program Manager
– Clear Program Purpose
– Well Defined Goals
– Established Guidelines
– Use of the Appropriate Mentoring Model
• Implementation
– Committed Implementation Task Force
– Internal Marketing
– A Well Defined, Prove Application, Selection, Interviewing and
Matching Process

• Training Phase
– Conduct training for Mentors, Mentorees, Mentoree Line Managers and
Program Managers
• Maintenance Phase
– Program Manager
– On-Going Training
– Meetings and Support
• Completion
– Relationship Completion Modules
– Evaluation Process
– Measuring Results
– Weave key learning's into program changes and expansion

Management Mentors is committed to your success. We offer one of the most comprehensive programs in the market with a full set of training and support materials that begin with designing the program and carry you through implementation, maintenance, and even tips and advice in the years beyond.
– “Training in Mentoring Relationships” Manual and Program
– “Group Mentoring” Manual and Program
– “Finding Your Own Mentor” Manual and Program
– “Mentoring Facilitation” Manual and Program
– “Executive Mentoring” Manual and Program

(cont’d)
• Program Manager’s Manual & Program
• Program Manager’s Resource & Guide
• Communication Styles in Mentoring Instrument. (Group &
Individual)
• Supporting Forms and Documentation
• Certification
• Best Practice Review & Consultancy
• Mentoring Program Management & Support service

Management Mentors supports clients in a variety of ways.
Besides our comprehensive materials and documentation we also offer to on-line tools that can help you achieve best in class mentoring.
– Online Mentoring Management System
• MentoringComplete.com
– MentoringComplete allows you to keep all your mentor and mentoree profiles on-line, sets criteria to support the matching process reducing your time and effort, and contains ongoing reports and evaluations for each mentoring pair. For more information on this solution, visit www.mentoringcomplete.com
• Mentor-Quest.com
– Finding a mentor just got a lot easier. This innovative approach to seeking a mentor can be bought online on a retail version or can be incorporated into our MentoringComplete system.

• Online Mentoring Training Program
Our E-Learning solution to training:
 If you want to reduce your training costs, this online course for both mentors and mentorees will introduce them to key concepts and provide tools on how best to create and maintaining an effective mentoring relationship.
 If someone in your organization needs a refresher on mentoring, this is the tool to use.

Your Next Step In Creating A Successful
Mentoring Program
Contact Management Mentors Today!
The application of our acclaimed Best Practice Process and Standards will include recommended timeframes, supporting materials and documentation, appropriate use of Mentoring Models along with our experience of pitfalls to avoid, success factors to include and our expertise on Diversity within Mentoring.
rpetrin@management-mentors.com
Tel: 617 789 4622 www.management-mentors.com