Best-Practise Mentor Programmes

Best-Practise Mentor Programmes

Carola Hieker, Maia Rushby
Copyright: © 2021 |Pages: 23
DOI: 10.4018/978-1-5225-8266-3.ch004
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Abstract

The chapter focuses on features of mentor programs and emphasizes their growing importance. It aims to bring clarity to the concept of mentoring and offers clear guidelines on how to set them up and make them best practices. It starts by looking at the different roles and definitions of mentors, sponsors, coaches, and line-managers and how they work together to enable employees to develop their potential in a workplace environment. A short overview of the change in human resource strategies over the last two decades shows the history and motivations as to why mentor programs have become not just an accepted people development tool but are also increasingly recognized as a reliable tool for influencing and changing organizational culture. Finally, key drivers of good mentor programs will be reviewed and an assessment of the benefits to the individual and organization provided. Trends in mentor programs will also be touched upon. References in this chapter are based on work with clients in industry and research conducted at Richmond, The American University in London.
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Approach And Methodology

Since this is an exploratory study of participants’ lived experiences of mentoring, a qualitative approach was deemed most suitable.

The data collected was not originally intended for research purposes but exists independently of the researchers interest in the topic and setting. It’s an analysis of coaching and supervision notes and post-programme evaluation interviews with HR professionals, mentees and mentors, described as heterogenous data by Bell (Bell et al. 2015). The selection was taken from the most memorable and transformative narratives shared between the coaches who worked on the projects. The data was collected between 2013 and 2017 across 2 global professional services organisations with 5 international coaches of 4 different nationalities. Over 150 individuals were involved in the mentoring / interviewing process. To ensure confidentiality of the participants, the company name and individual participant names are not referred to.

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