The Ultimate Guide: Running A Mentorship Program

A few years back, we published a guide on designing mentoring programs that resonated well with our readers. Since then, we've gathered lots of new insights and learned valuable lessons from implementing and observing various mentoring programs in action. So we decided it's time to revisit and revamp our guide.

This article aims to provide L&D professionals with a roadmap for designing mentoring initiatives, looking at various angles, and answering all the questions we could think of.

Why Your Organization Might Benefit From Running A Mentoring Program

Again, how can mentoring programs be impactful?

They facilitate knowledge transfer & retention.

  • Encourages the sharing of expert knowledge and skills across different levels of the organization.
  • Enhances the retention of critical organizational knowledge through personalized learning interactions.

They support employee engagement & retention.

  • Increases employee commitment and connection to the organization by providing personalized support and guidance.
  • Reduces turnover rates by fostering a more engaged and satisfied workforce.

They support employee transfer & promotion.

  • Prepares employees for advancement and internal mobility by equipping them with necessary skills and knowledge.
  • Creates pathways for career development, making the organization a more attractive place to grow professionally.

They offer an opportunity to give back.

  • Allows experienced professionals to share their knowledge, contributing to the development of the next generation within their organization.
  • Provides mentors with a sense of fulfillment and purpose, enhancing their own job satisfaction.

They enhance the sense of community and belonging.

  • Builds stronger connections among employees from different backgrounds and organizational levels.
  • Promotes an inclusive culture that values learning and mutual support, strengthening the overall organizational community.

They assist organizations in navigating complex changes.

  • Supports employees through transitions by providing guidance and stability during periods of change.
  • Facilitates the adaptation to new roles and responsibilities, ensuring organizational resilience and continuity.

They foster innovation.

  • Stimulates the exchange of new ideas and creative problem-solving between mentors and mentees.
  • Encourages a culture of innovation where diverse perspectives lead to breakthrough solutions and advancements.

They support an optimized L&D budget.

  • Mentoring leverages the existing knowledge and skills within the organization, reducing the need for external training programs and materials.
  • This targeted approach often results in more effective skill acquisition compared to traditional, one-size-fits-all training methods, further stretching the L&D budget.

One important mention is that these benefits have been mostly found through empirical evidence since mentoring programs are often left unmeasured.

One tip for launching a mentoring program is to establish clear goals and Key Performance Indicators (KPIs). This allows you to measure its effectiveness and provide stakeholders and L&D peers with evidence of the program's impact.

Why You Shouldn't Implement A Mentoring Program

While mentoring programs can be beneficial, there are a couple of reasons why you shouldn’t implement one.

Because Others Are Doing It

Just starting a mentorship program because other companies are doing it might not work for your company. It could lead to wasted time and money, without any real benefits.

Because One Person Is Requesting A Mentor

Even though we should consider every mentorship request, it doesn't mean we need a program for the whole organization. A good program needs a lot of interest from both mentors and mentees. If we start a program because of one request, it might not fit what the whole organization needs. This could lead to few people taking part and getting involved.

Because The Leadership Team Is Pushing For It

Leadership backing is key for any project, including mentorship programs. But, if only the top-level pushes for it without support from possible participants or a link to the organization's goals, the program might struggle. It's important that the leadership's drive syncs with a real need in the organization. This makes sure the program matters and helps those it's meant for.

Signs Your Organization Is Ready For a Mentoring Program

Recognizing whether your company is truly ready for a mentoring program involves noticing the different levels of readiness signals. These signals can go from gentle hints to clear signs of interest or need.

Potential Signs Of Organizational Readiness: From Weak To Strong Signs

Feedback in Employee Surveys: Employee surveys indicate a desire for increased development opportunities, including mentorship.

Direct Requests for Mentoring: Employees start to explicitly request mentorship opportunities, suggesting a growing awareness and need for such programs within the organization.

Formal Requests from Department Heads or Teams: Departments or teams formally request the implementation of a mentoring program, presenting clear objectives and expected outcomes based on identified needs.

High Growth of the Company: Fast growth often means lots of promotions and new hires. This creates a lively setting where guidance from mentors is important. It helps share knowledge evenly and helps new people fit into the company's way of doing things.

Complaints that Knowledge Gets Lost When People Leave the Organization: People are worried about losing important information when employees leave. Mentoring could help keep this information in the company.

Employees Mentoring Outside the Organization: You notice that some employees are already acting as mentors or seeking mentorship externally, indicating an interest in the mentoring process.

Informal Mentoring Initiatives Already Happening: Employees are already forming their own mentoring relationships without formal structure, indicating a natural demand.

Keep in mind the main difference between weaker signs and stronger ones is the difference between what people say and what they do. Don’t forget that as humans, we want many things, but the true measure of intention is action.

Considering Different Formats For Mentoring Programs

Time-Bound vs Timeline-Free

Time-Bound Mentoring Program. This format structures the mentoring relationship within a specific timeframe, such as 3, 6, or 9 months. It provides a clear beginning and end, which can help in setting goals, measuring progress, and giving both parties a sense of direction and urgency.

  • This model is particularly effective in programs with specific objectives, such as onboarding or leadership development.
  • Ideal for mentees seeking to reach specific goals in areas such as skill development, project completion, or career advancement.

Timeline-Free Mentoring Program. In this model, the duration of the mentoring relationship is flexible, with mentors and mentees deciding together how long they will meet. This approach allows for a more organic development of the relationship, which can adapt over time to meet changing needs and goals.

  • Works well for more experienced professionals who have clear objectives and are more self-directed in navigating their mentoring relationships.
  • This model fosters long-term relationships that evolve beyond a certain goal, with the mentee’s career progression.

Mentoring or/ and Reversed Mentoring

Mentoring. Traditional mentoring involves a more experienced individual (mentor) guiding a less experienced person (mentee), often focusing on career development, skill enhancement, and navigating organizational culture.

Reversed Mentoring. This innovative approach flips the traditional model, with younger or less experienced employees mentoring more senior staff, often on topics like technology, social media, or current trends.

While both mentoring and reversed mentoring have their merits, launching them simultaneously may overcomplicate the process. Each has unique dynamics and goals, and mixing them without clear differentiation could lead to confusion and dilute the effectiveness of both.

Formal vs Informal

Formal Mentoring Program. Characterized by L&D's active involvement in structuring the program, including matching mentors and mentees, setting objectives, and monitoring progress. This level of oversight ensures that the mentoring aligns with organizational goals and provides a clear framework for success.

Informal Mentoring Program. Less structured and more organic, informal mentoring happens with minimal L&D intervention. Relationships form naturally based on mutual interests and compatibility, without formal objectives or monitoring.

Free matching vs L&D-Led Matching

Free Matching. This approach gives participants the autonomy to select their mentor or mentee from a provided list, promoting personal choice in the pairing process. It emphasizes the importance of mutual selection based on available profiles, allowing for a more organic connection based on perceived compatibility.

  • Encourages autonomy in the selection process, potentially increasing satisfaction with the match due to personal choice.
  • Requires less initial effort from L&D in the matching process but may result in mismatches if participants base their choices on limited information.

L&D-Led Matching. In this model, the L&D department plays a crucial role in creating matches based on a deep understanding of the mentors' skills and the mentees' developmental needs. This curated approach ensures that pairings are aligned with specific learning goals and organizational objectives.

  • Ensures more strategic and goal-aligned matches by leveraging L&D's insight into participants' profiles and developmental needs.
  • Involves more upfront effort from L&D but can lead to more effective and satisfying mentoring relationships, with a higher potential for achieving desired outcomes.

Standalone or/ and Integrated

Standalone Mentoring Program. These programs operate independently within the organization, focusing solely on the mentor-mentee relationship. They are designed to provide value through this direct interaction, supporting personal and professional growth without being tied to other learning initiatives.

  • Offers clear, focused mentoring experiences that directly address the goals of the mentoring relationship.
  • May be easier to manage and evaluate as they are not entangled with other initiatives, but could miss opportunities for broader developmental impact.

Integrated Mentoring Program. Integrated programs are part of a larger suite of L&D offerings, connecting the mentoring experience with other developmental activities such as leadership development, career development, or learning experiences focused on particular goals. This approach ensures that mentoring is not just an isolated activity but a complementary component of a comprehensive learning ecosystem.

  • Enhances the learning journey by linking mentoring with other developmental opportunities, providing a more holistic approach to growth.
  • Requires careful coordination to align the objectives of the mentoring program with those of other L&D initiatives, but can significantly amplify the overall impact on participants' development.

Limited seats or Open Org-Wide

Limited Seats Mentoring Program. This model restricts the number of participants in the mentoring program, often to ensure a high-quality, personalized experience. It may involve a selection or application process to identify those who could benefit most at a particular time.

  • Ensures a more focused and tailored mentoring experience by limiting the number of participants, allowing for deeper engagement and support.
  • Can increase the perceived value and competitiveness of the program, but may inadvertently exclude potentially interested and deserving employees.

Open Org-Wide Mentoring Program. An open, organization-wide approach invites all interested employees to participate, either as mentors, mentees, or both. This model emphasizes inclusivity and the democratization of learning and development opportunities across the organization.

  • Promotes a culture of learning and mentorship across the entire organization, making mentoring accessible to a broader audience.
  • While fostering inclusivity and widespread participation, it may require more resources to manage effectively and ensure quality experiences for all participants.

All these formats have their benefits. What you should do is assess what your organization needs and decide how you’ll design the mentoring program accordingly.

Creating The Best Experience For Mentors

What Matters Most For Mentors

For mentors, the value of participating in a mentoring program often lies in the opportunity to give back, share their knowledge, and see tangible growth in someone else's career. Key factors that enhance their experience include:

  • Witnessing the direct impact of their guidance on mentees' development.
  • Feeling that their time is being used effectively and appreciated.
  • Receiving support from the organization to facilitate productive mentoring relationships.
  • Receiving recognition for the effort they make to support others.

The Journey Of A Mentor (Recruitment, Onboarding, Relationship, Offboarding)

The recruitment stage involves identifying and attracting suitable candidates within the organization to become mentors. Ask:

  • How can we best identify and attract potential mentors within our organization?
  • Will the recruitment be a one-and-done process or will we recruit mentors ongoing?
  • What criteria should we use to ensure mentors have the right expertise, experience, and interpersonal skills?

Onboarding equips new mentors with the necessary tools, knowledge, and understanding to start their mentoring relationships on the right foot. Ask:

  • What’s the most concise way to provide mentors with clarity around our mentoring program, without overwhelming them?
  • What information and resources do mentors need to begin their mentoring relationships successfully?
  • How can we prepare mentors for the challenges they might face and ensure they understand their roles and responsibilities?

The relationship stage focuses on supporting and enhancing the ongoing mentor-mentee relationship for mutual growth and development. Ask:

  • When will we communicate with mentors?
  • How can we provide mentors with on-demand support and resources, without overwhelming them?

Offboarding marks the conclusion of the formal mentoring relationship, offering an opportunity to recognize efforts and gather feedback. Ask:

  • How can we recognize and celebrate the contributions of mentors at the end of the mentoring cycle?
  • What feedback mechanisms can we implement to gather insights from mentors about their experience and suggestions for improvement?
  • How will you keep the mentors list updated with those who are still interested in giving back?

Tip. You’ll have various use cases: mentors who are ready right away for another relationship, mentors who are still interested but need a break, or mentors who would like to retire from the program. Make sure you know where everyone stands.

What Roles Can A Mentor Have?

Being a mentor can be a fulfilling experience, but it's important to remember that it can also present challenges. Depending on a mentee's unique needs and goals, one might need to adopt various roles to provide the best support. Several key behaviors have been identified as beneficial for navigating these roles. Although these behaviors are not exhaustive, they serve as a valuable starting point for prioritizing one's approach and fostering a strong relationship with a mentee.

  1. The Guide: This role is often paramount when mentees lack knowledge about a specific task or project. They require insights from someone else's experiences and accountability as they explore new ventures.
  2. The Sparring Partner: Building on the guide role, this position adds the crucial element of feedback. After mentees have ventured out to apply what they've learned, they may need honest opinions about their efforts and outcomes.
  3. The Cheerleader: Many people benefit from having someone recognize their worth and potential. As a mentor, showing enthusiasm for a mentee's opportunities, progress, or actions can be incredibly affirming.
  4. The Connector: Expanding on the cheerleader role, becoming a connector is valuable when a mentee's discussions relate to building their personal brand, changing careers, or needing introductions within one's professional network.
  5. The Coach: Although coaching is a distinct role, mentors might encounter mentees grappling with uncertainty. Guiding them through powerful questioning can aid their decision-making process.
  6. The Challenger: It's essential not to avoid encouraging mentees to step outside their comfort zones. This may involve posing challenging questions or holding them accountable for their commitments.

Flexibility is crucial in these roles. This framework should serve as inspiration for adapting to a mentee's varied needs, while also drawing from past experiences as a guide.

Creating The Best Experience For Mentees

What Matters Most For Mentees

For mentees, engaging in a mentoring program is an opportunity to accelerate their personal and professional development. They value guidance that is relevant to their career goals, the chance to build meaningful connections, and the support to overcome challenges. Ensuring their experience is positive involves understanding their needs and providing them with the tools and resources to meet their objectives.

The Journey Of A Mentee (Recruitment, Onboarding, Relationship, Offboarding)

The recruitment phase is about identifying and engaging potential mentees who are eager to grow and benefit from the program. Ask:

  • How can we effectively communicate the benefits of the mentoring program to potential mentees?
  • What criteria should we consider to ensure mentees are ready and will benefit from the program?
  • How will we help people discover if they need a mentor?

Tip. Provide people with a survey that helps them reflect if they have the drive, needs, and availability to join a mentoring program.

Onboarding introduces mentees to the program, setting expectations, and preparing them for a fruitful mentoring relationship.

  • What do mentees need to know about the mentoring process and their role in it?
  • How can we equip mentees with the tools and knowledge they need to engage effectively with their mentors?

The relationship stage is the core of the mentoring experience, focusing on developing the mentor-mentee relationship and achieving the mentee's goals. Ask:

  • What structures can we put in place to support ongoing communication and relationship building?
  • How can we facilitate goal setting and progress tracking for mentees?

Tip: Bringing mentees together to support each other in their mentoring relationships is an interesting support structure. Have them meet, and share lessons learned, and successful tips to make the relationship work in a peer structure format.

Offboarding concludes the formal part of the mentoring journey, offering an opportunity for reflection, feedback, and celebration of achievements. Ask:

  • How can we help mentees reflect on what they've learned and plan their next steps?
  • What feedback mechanisms can we use to gather mentees' insights on their experience and how the program can be improved?
  • How will we turn mentees into advocates for the program?

Tip: Spot the mentees who are ready to become mentors themselves.

The role of a mentee

Being a mentee offers the opportunity to embrace the role of a learner and enhance behaviors essential for navigating today's complex environment.

Several behaviors identified in successful mentees also align with effective learning practices:

  1. Asking Questions: It's recommended to prepare for meetings by coming with a curious mindset and, importantly, a list of topics or questions to explore with the mentor.
  2. Reaching Out: The initiative to connect should consistently come from the mentee at all relationship stages. While mentors provide support and gain from the interaction, the mentee, as the primary beneficiary, should ensure they maximize the relationship by initiating contact, following up, and maintaining engagement throughout the program.
  3. Reflecting: Active learning isn't solely about constant action; taking time for reflection is crucial. Reflecting both during and outside of sessions enhances neural connections and facilitates new insights. It's also a chance to understand personal learning preferences and areas for improvement.
  4. Share Feedback: When insights emerge about what is or isn't working, or observations are made about the mentor or program, sharing this feedback is valuable for all parties involved.
  5. Sharing Your Work: Applying what's learned through practice and using the mentorship to assess work quality can significantly enhance the learning experience. Showing work bravely can lead to unexpected gains.
  6. Celebrate: Acknowledging achievements is essential for both the mentee and mentor. Celebrating progress, expressing gratitude, and recognizing the effort put into learning and working underscore the value of the mentorship journey.

The Matching Process: Criteria To Consider

In all our experiences, the most important driver of a successful mentoring program was the matching process.

Tip. Organize networking sessions to help people get to know each other and guide them in choosing the best-fit mentors.

Here are a couple of considerations in case you’ll do the matching yourself:

  1. Common Interests: Align mentors and mentees based on shared professional interests or goals to foster a natural connection and engagement.
  2. Career Aspirations: Match mentees with mentors who have experience or expertise in the areas where the mentee wants to grow or advance, supporting their career development path.
  3. Mentor Strengths and Mentee Needs: Align the strengths and skills of the mentor with the specific developmental needs of the mentee for a targeted and impactful learning experience.
  4. Personality Compatibility: Consider personality traits and communication styles to ensure a good interpersonal fit, which can enhance the relationship's effectiveness.
  5. Availability and Commitment: Ensure both mentors and mentees have the time and willingness to commit to the relationship, preventing mismatches in expectations around availability.
  6. Feedback from Previous Pairings: Utilize feedback from previous mentoring experiences to refine your matching criteria and process, improving future matches.

These factors are not scientifically proven!

Tip. Keep refining your matching process based on the quantitative and qualitative feedback you receive, and other metrics you’re measuring.

Managing Your Mentoring Program As A Product Owner

Like many other L&D initiatives, mentoring programs require a strategic, thoughtful approach – much like launching a new product.

  1. What’s the goal of this 'product'? The objective of mentoring programs should be precise and measurable. It's not solely about pairing mentors with mentees; it's about facilitating substantial growth and development through these relationships. Consider: What specific outcomes do we want from our mentoring program? How do these outcomes align with our broader organizational goals?
  2. How will we know if it's working? Assessing the effectiveness of mentoring programs is very important. Consider both qualitative and quantitative measures – from participant feedback to advancements in career development metrics. Reflect on: How will progress be monitored? What indicators will demonstrate the mentoring program's impact?
  3. Who are we making this for? Mentoring programs must cater to the diverse needs of your organization. This involves understanding their distinct career ambitions, learning needs, challenges, and professional backgrounds. Ask: Who are our primary 'participants'? What do their career trajectories look like, and how can the mentoring program be tailored to facilitate these paths?
  4. What’s the journey like for the person using this 'product'? The participant experience within the mentoring program should be enriching and supportive. It's vital to outline the journey from the perspective of both mentors and mentees – from the initial matching process to regular check-ins and feedback. Ask: What steps will participants go through? How can we ensure each phase is valuable and engaging?
  5. How do we spread the word about it? Effective communication and promotion are crucial for the successful adoption of the mentoring program. This includes raising awareness, sparking interest, and offering continual encouragement. Reflect on: How will we inform our employees about the mentoring program? Which channels and strategies will we employ to keep them involved and motivated?
  6. How will we collect feedback about the mentoring program to iterate the 'product'? Ongoing refinement is essential for the success of any initiative, including mentoring programs. Setting up a feedback collection system from participants is important. Think about: What methods will we use to gather feedback – surveys, focus groups, one-on-one discussions? How regularly will we review this feedback, and who will be in charge of making adjustments? Also, consider how updates or enhancements will be communicated back to the participants, reinforcing the value placed on their input.

By addressing these key aspects, L&D professionals can elevate mentoring programs from simple pairings to dynamic, impactful engagements that participants are excited to be part of. Adopting a product-oriented mindset ensures that mentoring programs are not only launched but are also continuously improved based on participant feedback, aligning with the evolving needs of the organization and its employees.

What Not To Do When Implementing a Mentoring Program?

When it comes to designing mentoring programs, even the best intentions can lead to common pitfalls. Avoiding these mistakes is important for the success of your mentoring initiative. Let’s take a closer look at each error and understand why they can be harmful.

Fundamental Errors

  1. Getting hung up on finding the perfect technology. Spending too much time looking for the ideal tech can slow down the start of your mentoring program. While tech can help with mentoring, it's better to begin with what you have and make improvements as you go.
  2. Not having a marketing plan for your mentoring program. A good marketing plan is important for your mentoring program. It should reach out to possible mentees and mentors, to raise awareness and encourage them to join. The plan should also keep people interested in the program and celebrate their successes. You can use different ways to communicate, like newsletters, online posts, and meetings, to make sure many people hear about the program. Sharing success stories and testimonials can also motivate people.
  3. Not investing enough attention into the matching process. The way we pair mentors with mentees is very important for a good mentoring program. When L&D helps with this pairing, it can lead to very good relationships. We look at things like professional interests, career goals, and personality to make good pairs. This helps both the mentor and the mentee, and helps us reach our program goals. Taking the time to pair people well helps create good mentor-mentee relationships, and this leads to better learning experiences and outcomes.
  4. Not measuring its effectiveness. Without measuring the effectiveness of your mentoring program, continuous improvement is impossible, and securing further resources becomes a challenge.

Possible KPIs include % of closed or dropped relationships, satisfaction scores from mentors and mentees, the achievement of set learning goals, or the career progression of participants. Something else you should consider is using existing data such as engagement surveys or 360 feedback, and comparing employees who are mentees or mentors with employees with similar profiles to understand if there’s any difference between the two audiences.

Advanced Errors

  1. Not designing the mentee and mentor journey. Planning a clear path for both mentors and mentees is key to a good experience. This means planning all parts of the program, from joining and starting, to building the relationship and finally offboarding. Looking at the details of each part makes sure everyone feels helped and important, which can make them more involved and happy with the program.
  2. Rolling it out to everyone without considering department readiness and the adoption curve. Implementing a mentoring program organization-wide without assessing the readiness of individual departments can lead to low engagement and suboptimal outcomes. It's important to recognize that different departments may be at various stages of readiness for such an initiative.
  3. Overlooking integration opportunities. A mentoring program can also be leveraged as a complement to existing learning experiences, enhancing the overall development journey for participants. By aligning the mentoring program with other educational activities, L&D can create a more cohesive and comprehensive learning ecosystem that supports a wide range of development needs.
  4. Discontinuing the program after the first iteration without considering user feedback and further iterations. The value of a mentoring program is often fully realized through continuous refinement based on participant feedback. Ending the program after its initial run without evaluating its impact and areas for improvement misses the opportunity for optimization. Collecting feedback from both mentors and mentees and making necessary adjustments ensures the program evolves to meet changing needs, thereby enhancing its effectiveness and sustainability over time.

An Implementation Plan For Your Mentoring Program

Prepare

  • Define your objectives and goals. Start by clearly defining what you want to achieve with your mentoring program. These goals should align with broader organizational objectives and address specific needs within your company.
  • Establish Measurement and Feedback Mechanisms. Set up systems to measure the program's success and gather feedback from participants. This could include surveys, interviews, and performance metrics to assess the impact of mentoring relationships.
  • Decide upon the mentoring program structure. Choose the format and structure of your mentoring program, whether it's time-bound, timeline-free, formal, informal, or a blend of different approaches.
  • Design the Mentor and Mentee User Journey. Map out the entire experience for both mentors and mentees from start to finish. Consider each step of the process, including recruitment, matching, ongoing support, and offboarding.
  • Develop a Communication Plan. Create a strategy for how you will communicate about the program to potential participants, stakeholders, and the wider organization. This plan should include both initial announcements and ongoing updates.
  • Research the support mentors and mentees need and prepare resources according to findings. Investigate what resources, preparation, and support structures mentors and mentees will need to succeed. Prepare these resources based on your research to ensure participants have the necessary tools and knowledge.

Launch

  • Pilot and Evaluate Readiness. Before a full rollout, conduct a pilot program to test the waters. Evaluate the readiness of your organization and participants, and use feedback to make necessary adjustments.
  • Iterative Rollout and Adaptation. Launch the program in phases, allowing for adjustments and improvements based on ongoing feedback and learnings from the initial stages.

Advertise & Support

  • Communicate and Market the Mentoring Program. Use your communication plan to raise awareness and generate excitement about the program. Highlight the benefits and successes to attract participants and support.
  • Train and Support. Provide help and resources for both mentors and mentees to ensure they are well-prepared for their roles. Offer ongoing support to address any challenges that arise.
  • Review and Iterate. Regularly review the program's progress against your objectives and goals. Use feedback to make iterative improvements to the structure, support, and resources provided.
  • Offer Recognition. Recognize and celebrate the achievements of mentors and mentees. Acknowledgment can take many forms, from formal awards to public recognition in company communications.
  • Sustain Engagement. Keep participants engaged with regular updates, continuous learning opportunities, and by fostering a community around the mentoring program. This will help maintain momentum and interest over time.

Supporting Ad-Hoc Mentoring Programs

In workplaces, unplanned mentoring often happens naturally, showing a desire for growth and sharing among workers. These casual mentorships can help a lot with personal and work growth. L&D departments can help make these relationships even better. But, it's also good to remember that sometimes it's better if L&D doesn't get too involved. It's important to find the right balance so these natural connections keep their easy-going and real nature.

Here's how L&D can help in this case:

Recognition

  • Highlight Success Stories: Share achievements from ad-hoc mentoring within company communications, celebrating the value these relationships bring to the organization and encouraging more spontaneous mentorships.
  • Formal Acknowledgment: Offer formal recognition for participants, which can range from certificates to mentions in company meetings, thereby valuing their contributions without imposing too much structure.

On-demand Support

  • Resource Libraries: Provide a curated collection of resources accessible on demand, supporting mentors and mentees without the need for direct L&D intervention in their relationship.
  • Consultation Services: Offer L&D consultation for those who seek it, ensuring support is there when needed but not intrusive to the natural development of the mentoring relationship.

Explore Research Around Mentoring Programs

At Offbeat, we're big fans of proving assumptions with data and building programs based on research. So we thought of providing you with some research papers you can use as reference when pitching your program:

Lavinia Mehedintu has been designing learning experiences and career development programs for the past 9 years both in the corporate world and in higher education. As a Co-Founder and Learning Architect @Offbeat she’s applying adult learning principles so that learning & people professionals can connect, collaborate, and grow. She’s passionate about social learning, behavior change, and technology and constantly puts in the work to bring these three together to drive innovation in the learning & development space.

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