Establishing a formal mentoring program for organizational success

Abstract

The ruthlessly competitive business environment and profound modifications in the nature of work in organizations continue to spur the search for ever more efficient and effective management of human resources. A formal and structured relationship between a mentor and a protégé represents an alternative approach, or an original addition, to traditional training and career management. This article clarifies the concept of mentoring, describes its relevance in the current organizational environment, explains how to manage this learning process, and suggests a set of criteria for evaluating a formally defined mentoring relationship.

Developing mentoring relationships to support the careers of women in electrical engineering and computer technologies. An analysis on mentors’ competencies

“…However, availability, sharing and openness could better be found among the lower-rank staff (Benabou and Benabou 2001).…”

“…There are views that the critical mentor's characteristics are those ensuring common cognitive and motivational bonds between mentors and protégés, such as capacity to work hard, problem-solving abilities and need for achievements and that the emotional reasons, like those connected to gender, appearance, etc, are not affecting a constructive mentoring relationship (Benabou and Benabou 2001). On the other hand, protégés seem to look for 'friend-like' mentors, in order not to have burdens on expressing their feelings, views and claims.…”

“…Mentoring is a long-term development, during which the mentor is expected to act as a role model and to focus more on attitudes than on abilities (Benabou and Benabou 2001). Such an expectation requires flexible mentors, ready to give more opportunities to their protégés than simply technical knowledge.…”

“…Besides, the methodology for assessing a mentoring program in the various organisations is rather similar to that applied to traditional training programs. The distinction between a trainer and a mentor is related to differences in the two aims: training focuses mainly to technical and professional abilities and competences, while mentoring places emphasis on attitudes and potentialities (Benabou and Benabou 2001).…”

Why the whole is less than the sum of its parts: Examining knowledge management in acquisitions

“…Douglas Aircraft, for example, has developed a formal program where mentors are paired with talented employees. Such dyadic relationships allow specific competencies within the organization to be sharpened (Benabou & Benabou, 2000).…”