There are many considerations to ponder prior to officially launching a workplace mentoring program. These include:
- The type of program to offer: The most traditional is one-on-one peer mentoring. In this scenario, mentors and mentees are paired for a period of time and given the opportunity to work together without a defined agenda. In group mentoring, an expert facilitates a series of sessions with a group or team focusing on a particular issue, such as management training or leadership development. With project mentoring, an expert might be brought in to lend expertise to a specific project, such as a marketing campaign or a product launch. Less common is reverse mentoring, where lower-level employees provide guidance or insight to higher-level employees, and flash mentoring, which features a speed-dating format.
- Whether it should be formal or informal: There are pros and cons to each approach. Although formal programs provide structure and accountability, the interactions can feel forced. Informal programs allow participants to define the logistics, but they run the risk of disintegrating. Whichever style is adopted, create a corporate culture where mentorship is valued and respected.
- How enrollment should be handled: The program could be open to all or restricted to specific groups, such as managers or employees with a year or more of seniority. Decide whether the program will be invitation-only or require potential participants to go through an application process.
- Duration: Pairings should not stretch on indefinitely. Define the duration of the relationship in advance. Will it be a single session, a period of weeks, or a series of months?