Mentoring Program Support

A lot of mentoring fizzles out because there is no structured program of support. People are busy, and after the fanfare of a mentoring launch dies away, enthusiasm can wane. So it is critical that you plan how you will:

• Maintain two-way communication to keep everyone engaged;
• Provide resources and activities over the life of the program;
• Arrange networking opportunities for participants;
• Ensure assistance is available for participants; and
• Follow up participants, monitor their progress and gather their feedback

Communication
A well-designed support program provides a forum, online or face-to-face, for participants to ask questions, interact with their peers and get feedback. It continues their education and development by giving them tips, tools and techniques. I like to set up an automated email system that sends, on alternate weeks, a Mentoring Tip or a reminder of an upcoming event, support and resources available, and an invitation to ask a question or make a comment. As well as developing participants’ capabilities, two-way communication keeps them engaged.

Resources
Participants need guidelines, information and reference materials that are easily accessible over the life of the program. You can provide them with hard-copy books and additional resources online for downloading. Remind them regularly what is available and how to access it. I set up an online Resource Centre containing articles, checklists, worksheets and the Mentoring Code.

Networking
Separate gatherings for mentors and mentorees, are welcomed by participants. A mid-point review session that allows people to get together can re-energise mentoring and help participants to resolve issues or challenges. More frequent networking events can combine social support with practical activities. “Lunch n’Learn” sessions with a guest speaker, or informal gatherings organised by participants themselves can be useful. Where face-to-face networking is impractical I use webinars and/or an online community that hosts participant profiles and lets them connect, a Q&A forum and online chat.

Assistance
You definitely need a “go-to person” that participants can talk to if they have difficulties. This person should be readily accessible by phone or online, for quick answers, reassurance or an in-depth discussion.

Consider mentoring your mentors. Provide them with the support you want them to give to others. Ensuring that they experience expert mentoring for themselves will produce better outcomes. Mentoring of mentors can be done one-to-one or in groups with mentor mastermind sessions or a mentors’ network, face-to-face or online.

Follow-up
The coordinator or manager of your mentoring should regularly check in with participants. I recommend a phone call to see that pairs have had their first meeting within a month of initial match-up. More formal reviews, at six and twelve months, should be interspersed with personal contact at regular intervals. The coordinator should have his or her finger on the pulse of mentoring. They should be alert to potential issues and help resolve them, quickly. They can also facilitate a graceful exit from any mentoring partnership that doesn’t work out.

Allowing mentoring to fizzle out is dangerous. A failed mentoring program is worse than no program at all. It results in disenchanted and therefore disengaged staff. It reduces managements' confidence and the likelihood of investment in subsequent HR initiatives. When proper planning, promotion, preparation and program support is in place, mentoring works.