In formal mentoring programmes experienced specialists and executives share their expertise and experience with mostly younger employees; it is therefore an interaction between individuals, on the basis of role learning and knowledge transfer. Benefits are on both sides: the development of the high potential and the leadership capability as well as the role strengthening of experienced mentors. Solutions and their implementation, e.g. on leadership, coping with change and stress, building networks, running projects and career planning get prepared and discussed.
In many organizations mentoring programs do not work out ideally, as you can read in the latest article of the Harvard Business Manager from August. In this article sophisticated matching methods applied by HR professionals are being criticized and learning from ‘TV casting shows’ is suggested, where mentors and mentess choose to work together and believe in the relationship. In our opinion, this is a crucial approach. Yet a balanced combination of these methods is to be considered in order to maintain an overall even picture. The problem is not only that mentors and mentees seem to get “randomly” assigned to one another by HR professionals, but also that the appropriate combination of matching methods to design a stable programme from the very beginning on often is not taken into account.
Today we would like to introduce three matching methods, which we consider to be very useful in combination with each other:
"Mentoring Coordinator" based: The success-driven pre-selection by the coordinator who is aware of the individual backgrounds, expertise, expectations and aims of mentors and mentees as well as the organization’s aims and goals in order to make the perfect match. This method allows only little or no input of mentors and mentess.
"Selection" based: The mentor an the mentee compile a priority list and a wide range of possible combinations may result. Both sides are actively involved in the matching process which results in a high psychological commitment to the other side. However, as these activities call for a certain amount of coordination, the main disadvantage here are the high costs incurred.
"Assessment" based: Diagnostic test procedures (e.g. INSIGHTS) are applied to achieve a perfect match between mentor and mentee. But in advance it is important to know what you are really looking for: similarities or differences? It is necessary that the pair shares similar values as this is the crucial basis and therefore the ultimate decision- taking function to work together effectively. The cost of licenses and evaluations are the downside of this method.
Last but not least it always depends on which goals and aims should be fulfilled in the near future as these provide clear information about the “matching requirements”. In all three methods, it is advisable to have an experienced coordinator and to inform the next higher management level of the matching results, as it allows a concrete target setting and the individual needs (resources) can be communicated in a clear way.
Ultimately it is about activating mutual dynamics within an organization including organizational entities and teams and to unfold potential. Our plea: Try to select and create appropriate methods in consideration of the scope of the programme, the timeframe and the budget in particular.