How much mentoring have you provided this year?

In this current climate are we making the most of development resources such as internal mentors?

Although not exactly free, this type of development activity can be a low cost but highly effective form of supporting high potentials in the organisation. It is often an approach used by companies to help new starters, particularly graduates, to settle in and get to know the world of work and organisational peculiarities. This often works well and supports the line management induction responsibility.

As a form of talent management I’m not sure the mentoring opportunity is always maximised. Classical mentoring is where the mentor is outside the individual’s direct line in the hierarchy, often a few levels higher in seniority and experience (although not always). Many individuals who have been mentored tell me that the substantial benefits of having a mentor include:
    
•    A sounding board – particularly to test out an idea before presenting to their manager
•    A source of confidence building feedback
•    A different perspective from another level in the organisation or a different domain
•    Tapping into another network
•    Challenge to typical ways of thinking
•    Structured space and time to think
•    A conscience – making sure you focus on the long-term actions

An experienced individual who understands the mentoring role (and how it differs from management!) can be an invaluable support in navigating a long term career plan.

Organisations may offer mentoring formally or informally; individuals are likely to benefit either from having a mentor or being a mentor - so if its not being offered – set it up yourself!

It would be good to hear some real experiences of mentoring – have you had or been a mentor?

Margaret Burnside, Director of Centre for People Development, you can follow her on Twitter @CfPD