MENTORING

Mentoring



Abstract

Mentoring reflects a relationship between two individuals, usually a senior and junior employee, whereby the senior employee takes the junior employee “under his or her wing” to teach the junior employee about the job, introduce the junior employee to contacts, orient the junior employee to the industry and organization, and address social and personal issues that may arise on the job. The mentoring relationship is distinguished from other organizational relationships (such as between supervisor and subordinate) in that the involved individuals may or may not formally work together, the relationship is typically not sanctioned by the organization, the relationship usually lasts longer than most organizational relationships, the issues addressed during the course of the relationship may include nonwork issues, and the bond between the mentor and protégé is usually closer and stronger than those of other organizational relationships. Mentoring relationships are reputed to provide substantial benefits to protégés, mentors, and organizations. Research shows that mentored individuals advance more rapidly in the organization, earn higher salaries, are less likely to leave the organization, and express more favorable work attitudes. This research includes studies that have been conducted within the health care industry. The benefits for mentors include the personal satisfaction that comes from passing knowledge and skills on to others, exhilaration from the fresh energy provided by protégés, improved job performance by receiving a new perspective on the organization from protégés, loyalty and support from protégés, and organizational recognition. In an effort to capitalize on the benefits of mentoring, a substantial number of organizations are implementing formal mentoring programs. Mentoring programs can help organizations in their efforts to develop and advance the careers of women and minorities who may not have access to informal social networks, can be used as a recruitment and retention tool, can be used to help groom employees for positions of greater responsibility and expose high potential junior employees to senior leadership, and can be used to foster cultural change within organizations.

Introduction

Mentoring can benefit both mentor and mentee. Mentors who actively recruit less experienced talent have the advantage of contacting quality pre-professionals early, and mentees get experience and begin to build a network. Mentors also learn valuable training and leadership skills while enacting their role and can experience greater job satisfaction.

Various studies have been conducted to learn more about the concept of mentoring. In the Journal of Human Counseling, Tsedal Beyene, M. Anglin, William Sanchez and Mary Ballou (2002) reported a study titled “Mentoring and Relational Mutuality: Protégés' Perspectives,” where they studied the responses of the mentees after their experience in a mentoring program. One hundred and thirty-three students were questioned—they had diverse backgrounds and represented 35 different majors.

The researchers' definition of mentoring was a relationship in which both mentor and mentee derive knowledge and skills, as well as emotional support. Mentees look to their mentors to model professional behavior and to learn the often unwritten rules of an organization. The results were fairly consistent—almost everyone agreed with this definition, and most agreed that the mentor became ...