1. Optimize the Mentoring Program to Build a High-Performing Learning Organization
Coaching is no longer optional; it’s essential!
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2. Our understanding of the problem
HR professionals that are looking to improve their existing mentoring programs.
HR professionals responsible for designing and implementing a mentoring program in their organization.
Optimize your existing mentoring program to meet your goals and achieve success.
Develop mentoring programs that are aligned with your organization’s culture.
Business executives with a vested interest in the success of their organization’s mentoring program.
Improve employee engagement and career development through appropriate use of mentoring, which in turn benefits the organization.
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3. Executive Summary SAMPLE
Many organizations have introduced mentoring programs without clearly defining and communicating the purpose and goals of the program—they simply jumped on the mentoring bandwagon.
As a result, these programs have little impact: they don’t add value for mentors, mentees, or the organization.
Mentoring is not the goal—it’s the solution:
Organizational culture and goals will dictate the best approach. As workforce composition shifts, mentoring programs must move past the traditional senior-junior format option.
Be open to choosing format on a case-by-case basis. Don’t restrict the organization’s mentoring program to one format: consider individual preferences and goals as well.
It can be difficult to design a program that is well suited to your organization, will be adopted by employees, and will drive the results you are looking for.
In particular, it is challenging to successfully match mentors and mentees so both derive maximum value from the endeavor.
Prior to establishing a mentoring program, you must set and communicate the rationale for having the mentoring program, clearly articulating your desired program outcome(s).
Be sure to gain upper management buy-in and support early to ensure mentoring becomes a valued part of your organization.
Ensure that goal setting, communication, ongoing support for participants, and evaluation all play a role in your mentoring program.
Use this blueprint to gain insight and advice on how to optimize your mentoring program by aligning it with your organizational culture and goals.
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Follow McLean & Company’s program design approach to maximize your mentoring benefits
A successful mentoring program requires careful design and facilitation that aligns to the organization’s culture.
Measure success
Implement
Communicate the program
Optimize your program
Refine mentoring goals
Identify your current state
Take stock of your organizational culture.
Evaluate if your current mentoring efforts align with your culture.
Identify your organization’s needs and goals for mentoring.
Build a mentoring program that will best suit your organizational culture and goals.
Develop interest and buy-in.
Ensure the program is adequately supported and stays on track.
Target potential mentees and mentors.
Carefully match pairs for one- on-one mentoring.
Provide orientation for participants.
Establish evaluations criteria.
Periodically measure the success of the program and the mentoring relationship.
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6. Sample Slides
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7. Mentoring relationships go beyond simple coaching
Mentoring and coaching are similar activities, but not the same thing – coaching is typically considered a subset of mentoring.
To learn more about coaching and how to train managers to be effective coaches, see McLean & Company’s blueprint:
Train Managers to Coach their Employees to Better Performance.
Mentoring
Mentoring is focused on the provision of guidance for the mentee; assisting them in reflecting on their current situation and independently taking steps to improve.
Mentors ask open-ended questions, allowing the mentee to problem- solve.
Mentor
Coaching
Coaching involves helping the individual take action to achieve their goals – often providing encouragement along the way.
Coaches tend to be involved in the problem-solving process, helping individuals strategize ways to handle obstacles.
The relationship duration is generally shorter term than a mentoring relationship.
Coach
Two of the things that good mentors do are coach and counsel... so the coaching is a skill that a good mentor must have and it’s a task that a good mentor performs. The role of mentor is usually much more than that of a coach.
– Margo Murray, President & Chief Operating Officer, MMHA
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8. Understand program characteristic options before selecting your mentoring program format
Group
vs.
One-on-One
Formal
Informal
Internal
External
Group Mentoring
Can be led by a senior employee, by a junior employee, or peer to peer.
Less resource intensive and may be easier to schedule.
Can be harder to get specific feedback or advice on individual progress.
One-on-One
Involves the development of a relationship with one specific person over a designated period of time.
Often one-on-one mentoring relationships extend past the time frame of the formal mentoring program.
Formal
Formal mentoring can be a very valuable investment in the development and learning of your employees.
However, it is imperative that it is done right and not over- engineered.
The quality of the relationship matters more than whether it was formally assigned or informally established.
Informal
This can refer to less structured programs or mentoring relationships that naturally developed.
However, if you have specific organizational goals, some degree of facilitation is necessary to ensure that the mentoring program is supported and successful.
Internal
The mentoring program is a part of the organization.
An internal program can have positive effects on the organization, including the development of a learning organization, internal relationships, and increased collaboration and communication amongst employees.
External
Often available through professional associations.
Could also be external informal relationships that have evolved, such as former teachers and colleagues.
Benefits include gaining a new perspective and the potential for more trust and openness to discuss work- related issues.
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9. McLean & Company Helps HR Professionals To:
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of HR policies & procedures
Demonstrate the business impact of HR
Stay abreast of HR trends & technologies 
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" Now, more than ever, HR leaders need to help their organizations maximize the value of their people. McLean & Company offers the tools, diagnostics and programs to drive measurable results."
– Jennifer Rozon, Vice President, McLean & Company
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