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Formal mentoring: is there a strategic fit?
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Many organizations have implemented formal mentoring programs within the last few years. Some organizations have realized success with their formal mentoring programs, while others have not fared so well. A missing link with many formal mentoring programs is a corporate level mentoring strategy. The lack of a corporate level mentoring strategy inhibits the mentoring process from becoming an integral part of an organization’s culture, therefore not allowing for the maximization of benefits that can be gained from effective formal mentoring processes and programs. Thus, this paper offers a framework for creating a corporate level mentoring strategy; a standardized mentoring process; and customized mentoring programs, all of which should align with the organization’s strategic positioning to facilitate the achievement of maximum effectiveness from the implementation of formal mentoring programs.
Title: Formal mentoring: is there a strategic fit?
Description:
Many organizations have implemented formal mentoring programs within the last few years.
Some organizations have realized success with their formal mentoring programs, while others have not fared so well.
A missing link with many formal mentoring programs is a corporate level mentoring strategy.
The lack of a corporate level mentoring strategy inhibits the mentoring process from becoming an integral part of an organization’s culture, therefore not allowing for the maximization of benefits that can be gained from effective formal mentoring processes and programs.
Thus, this paper offers a framework for creating a corporate level mentoring strategy; a standardized mentoring process; and customized mentoring programs, all of which should align with the organization’s strategic positioning to facilitate the achievement of maximum effectiveness from the implementation of formal mentoring programs.
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