Insight from a mentoring programme

Internal mentoring programs are among the most widely utilized development tools for companies. They not only drive development but also serve as a networking tool and an opportunity to calibrate talent across regions and functions. Needless to say, they are considered cost-effective since the process relies on internal resources.

However, the success and ability to create positive outcomes vary. Below are insights gathered from a successful implementation of an Internal Mentoring initiative I participated in with Dsm-Firmenich Animal Nutrition and Health, Operating Unit Türkiye, Middle East, Balkans and Pakistan

Program Details:

The program involved 12 mentees and 12 mentors across the region and lasted between 6 to 12 months, with 4 to 6 sessions allowing for more if mutually agreed upon.

Senior leaders with a proven record of technical expertise in their field, ethical leadership, ability to role model cultural values, and tenure enabling a wider perspective of the organization were appointed as potential mentors. Those who could commit to the time requirements for mentor skills training, interim follow-up sessions, and mentor meetings volunteered to become part of the mentor pool.

All mentors attended a two-day face-to-face skills-building workshop, especially emphasizing skills for building rapport and trust, the ability to listen deeply, and asking purposeful questions. The significance of contracting with the mentee and ensuring confidentiality were also key points of this training.

Mentees were selected from talent review discussions conducted by senior leaders of the region. Candidates demonstrating potential and motivation for future leadership roles with consistent high performance were considered. Among these, those whose development needs aligned with the benefits of internal mentoring formed the final pool of mentees, committing voluntarily to the time requirements.

Mentees and their managers attended information and knowledge-building sessions to clarify expectations, roles, responsibilities, and boundaries. The manager's role in providing clear guidance, awareness of development needs, and monitoring progress were emphasized as key success enablers of the program.

Benefits as quoted by mentees:

-????????? Increased engagement and motivation by rebuilding trust in senior leadership, making them more approachable.

-????????? Improved well-being by the ability to set healthier boundaries based on the experience of senior leaders.

-????????? Enhanced understanding of the wider organization with enriched perspective.

-????????? Better ability to translate the company's strategy.

-????????? Increased self-confidence.

-????????? Transfer of organizational key know-how expertise.

Benefits as quoted by mentors:

-????????? Increased understanding of internal talent, their potential, and challenges.

-????????? Appreciation for different perspectives and generations.

-????????? Opportunity to contribute to the system as a whole and create meaning as leaders.

Drivers of Success:

-????????? Transparency of nomination and selection criteria and the implementation of the program for the entire organization are crucial for creating trust.

-????????? Ensuring confidentiality between mentor and mentee is fundamental for success. Rules should be set and clarified, along with cases where escalation might be required. Confidentiality should be owned by top senior management and HR.

-????????? Matching mentor and mentee requires both science and art. Consider mentees' development opportunities and needs when making matches. Different functions or regions may serve well for widening perspectives and knowledge, while seniority and tenure could benefit those ready for senior roles. Chemistry in the match will ultimately drive respect, trust, and openness.

-????????? Mentors should not assume mentees to be open straight away. They should be prepared to help mentees define their development areas and issues they might be facing.

-????????? Providing a platform and system to track the efficiency and effectiveness of meetings and the process helps people stay committed and can flag issues early enough to address them.

-????????? Expect reservations from mentees at the start of the process, especially around confidentiality. Trust the process, as it naturally works out in 90% of cases. However, keeping an eye on cases where this may not be the case is good practice.

-????????? An HR team confident and competent in driving the process, being present for all questions, concerns, and issues.

-????????? Lastly, a dedicated leader who role models mentoring and empowering as part of their leadership style, always present for the success of the initiative, is a must.