Mentoring

Our Approach

Successful mentoring programs start with the end in mind. Colleague works with organizations to understand the outcomes they wish to achieve and facilitate mentoring programs to meet those goals. Colleague’s mentoring programs integrate several tactics to achieve outcomes.

Establish mentoring guidelines

Each mentoring relationship is unique but establishing a core set of responsibilities and expectations is critical. To achieve the best results, we encourage regular (i.e., monthly) check-ins between the mentor and the mentee. For both parties to see value, there must be consistency. Our facilitator also checks in with participants periodically to ensure the experience remains mutually beneficial. 

Encourage goal setting

Mentoring programs typically encourage a healthy amount of goal setting. Our formal mentoring programs ask mentors and mentees to establish objectives when they first begin meeting, which are then documented in a Mentoring Agreement and revisited throughout the program. 

Engage mentors and mentees

Providing guidance to both mentors and mentees via training and other resources helps ensure program participants are engaged and know what to expect throughout the program. As part of the kickoff, we create brief orientation packets for mentors and mentees. The mentor packet includes an overview of the mentor’s role, expectations for participation, tips for getting started, and mentor-specific job aids with questions/prompts for the conversations. The mentee packet contains guidelines for being a mentee, role/responsibilities (e.g., initiating contact with their mentor), and tips for getting the most out of the partnership.

Colleague’s program guidance addresses potential challenges in mentoring relationships — for example: 

Design to maximize learning

Colleague’s training approach not only engages learners, but promotes learning via experiential, group, and self-directed activities to accelerate the transfer of theoretical knowledge to practical application. In both our in-person and virtual sessions, we utilize a variety of tools to engage and connect participants with the instructor and each other. For example, we create polls, promote “chats” among participants, set up pairs or small group activities in breakout rooms, and encourage discussion. Making connections directly with learners is critical for effective training, so we keep that outcome in mind as we tailor our course content for your organization. As part of the course tailoring activities, we analyze training needs and translate them to relatable, practical exercises that benefit both mentees and mentors. 

Maintain momentum

It’s easy to lose steam halfway through a year-long program. Other commitments may start to take priority, or participants lose sight of the original goals they set. Colleague takes the opportunity to focus on the mid-point energizer sessions—making them engaging and compelling for participants—to rekindle the initial excitement from the beginning of the program. We may do this by inviting guest speakers to present on a relevant topic or incorporating games into the session. Additionally, we send monthly reminder messages that ask partners to confirm that their session was completed for the month and include tickler questions to get the next conversation started. 

Track progress

Soliciting mentoring program participants for feedback periodically is key so that we can continue to offer materials, guidelines, and any other support they may need. We also use their feedback to continuously improve the mentorship program for future participants. To collect feedback, we send a questionnaire once a month—as part of the reminder message to hold their mentoring meeting—but also to collect data on what the pairs are discussing. This way the mentor program managers gain insights on the topics of focus, for example: 

• Individual development plans (IDPs)

• Facilitating connections/expanding the mentee’s network

• Learning about the organization

• Leadership skill development

• Other acquisition career advice

Using this method, we can also offer mentoring program managers periodic insight into whether mentors and mentees are making progress on achieving their goals. 

Measure program success

The organization typically wants to know: Did the mentee achieve their goals? What impact did the mentoring program have on them? Did anything unexpected happen as a result of the mentorship? As part of an end-of-program review, we will ask several mentors/mentees to share what they got out of the program, and how it was helpful to them. We will also distribute a post-program evaluation survey to collect data on program outcomes, and report findings to the mentoring program managers. 

Our Targeted Outcomes

We design and develop mentoring programs that incorporate an organization’s cultural constraints and opportunities. Our mentoring programs, like every mentoring relationship, are built around the individual and the organization in which they work. We target five key outcomes.

Positive organizational culture

A successful mentoring program fosters a culture of nurturing and growth and demonstrates visible commitment to staff development and continuous learning. This filters through the entire organization and helps create teams of people who feel satisfied at work.

Employee engagement and retention

With mentees and mentors feeling more satisfied and fulfilled at work than other employees, mentoring has a positive effect of employee engagement and retention.

Knowledge sharing and transfer

Mentoring is an effective way for senior employees to transfer institutional knowledge — of the organization, its structure, and its culture—to newer or less experienced staff.

Diversity in leadership

Mentoring fosters an inclusive, diverse, and collaborative environment by sharing opinions, knowledge, and ideas. Mentoring can boost minority representation at the management level, with many organizations using mentoring to increase gender, ethnic/cultural, and other diversity in leadership roles.

Leadership development

Mentoring facilitates and promotes individual development and helps mentees achieve their development goals, which aids in succession planning and building a pipeline of high-potential leaders.