Plan and implement a mentoring program

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Plan and implement a mentoring program

Question 1: Explain the benefits of participating in a mentoring program for the mentor.

  • Reinforce their knowledge
  • Expand their skillset
  • Learn leadership skills
  • Improve listening and interpersonal skills
  • Build confidence
  • Career progression

Question 2: Explain the benefits of having a structured workplace mentoring program.

    1. Creates a learning culture
  1. Promotes personal and professional development
  1. Reduces cost of learning
  1. Decreases stress and anxiety
  1. Increases job satisfaction and reduces turnover
  1. The mentor benefits too
  1. Comes full circle

Question 3: Explain some of the main purposes of a workplace mentoring program for mentors.

  • Develop leadership skills
  • ‍Being recognized as an advisor
  • Communication and listening skills
  • ‍Learn the latest thinking / approaches
  • Giving back
  • Personal satisfaction and self worth

Question 4:  How do you design the parameters for a mentoring program? 

Designing and executing an effective mentoring program takes a good bit of love and attention. In this article, we share our top tips for keeping up with the seven stages of your mentoring program life cycle:

  1. Pre-evaluation and research
  2. Getting ready
  3. Design
  4. Recruiting
  5. Matching
  6. Training and support
  7. Evaluation

Question 5: Explain the five (5) Steps to implementing an effective employee mentoring program.

  1. Obtain leadership support.
  2. Hire a consultant.
  3. Provide mentors and protégés with training.
  4. Think “evaluation.”
  5. Assign responsibility to an employee who wants it.

Question 6: Explain the following two (2) types of business mentoring models:

  • Resource-Based Mentoring: Resource-based mentoring is fairly similar to one-on-one mentoring. The most important difference is that mentors and mentees are not interviewed and matched by the person in charge of the program. In this version mentors agree to have their names added to a list that mentees are able to choose from. The fact that the person requiring advice and support is initiating the interaction guarantees their engagement in the program but since specialized supervision is not involved in the process there is the risk of a mismatched mentor-mentee pairing.
  • Training-Based Mentoring: This version combines mentoring with a specific training program. A mentor is assigned to a mentee in order to help him develop skills and competencies that are also covered in the courses the mentee is enrolled in. Training-based mentoring is however rather limited (and a bit contradicting the classical definition of mentoring) as its focus is the subjects being taught and not the overall development of the mentee.

Question 7: How can goal tracking be used to track mentoring program success? 

Goal tracking is a great way to measure program success because it is output oriented. And at the end of the day, the true measure of success is whether or not the mentees (and potentially the mentors) progress in some tangible way. Tracking against goals is pretty simple because goals are initially set – and then either achieved or not. Pretty black and white. This means that as long as you do an initial survey of program participants, and they set goals effectively, you can measure against them as many times as you want during the program to track goal attainment – and therefore personal (and program) success.

Question 8: Explain “mentoring program principles”. 

The key principles of being a mentor can be summarized as follows:

  • Mentoring should be a structured dialogue where reflection is facilitated by the mentor.
  • The mentoring relationship should be based on trust, confidentiality, mutual respect and sensitivity.
  • The relationship should be based on agreed boundaries and ground rules that address the power differentials between the mentor and mentee.
  • Mentors should seek advice or assistance regarding sustaining and developing the mentoring interaction if needed.
  • The mentor should allow the mentee to drive the relationship and encourage them to take increasing responsibility for their own self-reflection and development. There should be no coercion or mentor agenda.
  • A mentor should help the mentee identify goals and challenges and set priorities for relevant personal growth.
  • Mentors should acknowledge the benefits they gain from the process of mentoring.
  • Mentors should seek to use supporting resources that facilitate and sustain the engagement of the mentee.


Question 9: On what criteria could successful applicants for a mentoring program be selected? Give three examples 

Whatever your situation, and whatever your approach to mentoring, there are a few things that are valuable to consider when matching:

  • Hierarchy and rank – In some cultures, having large differences in “rank” between mentees and mentors can pose difficulties in establishing relationships.
  • Seniority vs experience – These are not always the same! Think about the kind of skills and knowledge your mentee needs, and who is best placed to provide this support.
  • Geographic location – The importance of geographic proximity depends on the goals and design of your program. Think about things such as travel times, time differences, and knowledge of local/regional topics and cultures, and how these might impact the success of the mentoring relationship.
  • Personality types – A shy mentee might benefit from a different kind of mentor than a highly outgoing and confident mentee.
  • Gender – Male and female mentee/mentor matches can be great, but may also need some additional agreements about respectful and equitable interaction that is sensitive to the cultures of the participants.
  • Language – What language will you run your program in (e.g. resources and training)? What other languages are participants confident in mentoring/being mentored in?

Question 10:  Create a set of guidelines for a medium-size business wanting to develop a mentoring program for new employees. 

How to build a successful employee mentoring program

  1. Define the program’s goal
  2. Outline the mentoring process in the workplace
  3. Select program participants
  4. Match mentors and mentees
  5. Provide mentorship training

Question 11: Explain the difference between process evaluations and outcome evaluations.

Process Evaluation determines whether program activities have been implemented as intended and resulted in certain outputs. … Outcome Evaluation measures program effects in the target population by assessing the progress in the outcomes that the program is to address.

Question 12: How do you develop and write a mentor position description? Give an example.

 Question 13: What strategies would you implement to retain mentors? 

  • Position Mentoring as a Business Strategy
  • Require a Mentoring Agreement
  • Get the mentors Involved
  • Check-in Throughout the Program

Question 14: What are the four (4) stages for inducting mentors and mentees into a program?

Successful mentoring relationships go through four phases: preparation, negotiating, enabling growth, and closure. These sequential phases build on each other and vary in length.

Question 15: What does a Personal Development Plan consist of? 

personal development plan (or PDP) isn’t just a mandatory something that managers makes you do before a yearly appraisal; they’re also that firm rock that helps your dreams and desires stay in sight. A good plan provides focus; it helps you map out a path towards your version of success; it allows you to make better decisions, and it prevents you from taking backwards steps. A good plan also allows you to strategise and get back on track when things do go wrong. A clear plan is also beneficial for your mental health as a sense of purposefulness can often help reduce stress and anxiety.

It consists of:

  • Most important goals you would like to achieve.
  • Personal Development Ideas To Help You Hit Your Goals
  • Personal Development Cycle
  • Personal Development Planning Checklist
  • a specific timeline for achieving your goal.

Question 16: Explain different tools and techniques you can use to analyse and confirm the capacity and competence of relevant individuals to contribute to change processes and plans.

  1. The capacity assessment process – Step 1: Mobilize and design
  2. Clarifying objectives and expectations with the individuals
  3. Adapt the UNDP Capacity Assessment Framework
  4. Assess the level of existing capacity
  5. Give tests

Question 17: Explain some best practice methods that can be used to monitor mentor-mentee relationships.

  1. Keep communications open
  2. Offer support
  3. Define expectations
  4. Maintain contact
  5. Be honest
  6. Actively participate
  7. Be innovative and creative
  8. Get to know each other
  9. Be reliable and consistent
  10. Stay positive

Question 18: What are the benefits of monitoring formal mentoring programs and how would you do it?  

  • Established goals with measurable outcomes
  • Authored plans / curriculums
  • Sense of accomplishment for both mentor and mentee
  • Value added benefit to employees
  • Building of strong relationships between employees and company principals which may lead to a stronger sense of loyalty
  • Direct organizational benefits in the areas of company growth, client satisfaction, employee engagement and pride

Question 19: Explain the purpose of record-keeping in mentoring programs. 

While data collection can be a time-consuming process, it doesn’t need to be. Mentoring software can help you track the progress of your workplace mentoring program. By keeping digital records including the meeting schedule of the program participants, workplace mentoring program managers will be able to quickly evaluate the progress of the program. Mentoring software is also capable of generating reports on the progress of the mentorship program. This can help organization leadership and stakeholders quickly access the information they need to see how successful the mentoring program has been. It can also reveal areas in the mentoring program that need improvement.

Question 20: Give some examples and reasons why a business should implement and conduct a mentoring program.

  1. Shows the Company Cares.
  2. More Engaged Workforce
  3. High Job Satisfaction.



The education publication giant, based in New York City, has offices in 38 countries, which provides interesting opportunities for mentorships. The company undertook a comprehensive planning and strategy approach to its mentoring program development. A case study on the process shows that most employees are well-served by the program. Ninety-seven percent of participants said they would recommend the program. A further 73 percent noted they had gained more confidence as a result of the mentorship. Moreover, 80 percent had achieved their mentoring objectives defined at the beginning of the program.

Bain and Company

The Boston-based management consultant company ensures that each of its consultants has a mentor. In their workplace mentoring program, the focus is on professional development. However, they also try and ensure a diverse workforce. According to one article, the company has been able to double the number of women on their leadership team.

General Electric

Also based in Boston, GE has been promoting reverse mentoring for about 20 years. This type of mentoring program has the younger employees guiding the more senior employees in skill development. One of the main benefits of this style of mentorship is that senior workers with the company can keep their technology skills sharp. It also helps attract and keep younger employees. However, the company also engages in more traditional forms of mentoring through its GE global leadership institute. At this location senior members of the company spend time mentoring, teaching and coaching participants from around the world.

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