The document outlines the need and benefits of corporate mentoring, emphasizing its role in employee development, talent retention, and promoting diversity within the workplace. It provides effective strategies for mentoring, steps to develop an employee mentoring program, and highlights potential challenges in mentoring relationships. Key points include the necessity of consistency, shared responsibility between mentors and mentees, and the importance of addressing unrealistic expectations.

1. Corporate
Mentoring
Yo u r C o m p a n y N a m e

2. Content
Need for corporate mentoring
Benefits of mentoring program
Points to keep in mind while mentoring
Effective strategies for mentoring employees
Steps for developing an effective employee mentoring program
Challenges in mentoring relationships
2

3. Need for Corporate Mentoring
3
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Supporting the creation of a multicultural
workforce by creating cross-cultural mentoring
programs with diverse employees and allowing
equal access to mentoring
Enhancing
strategic business initiatives
Linking employees with valuable knowledge
and information to other employees in need
of such information
Using your own employees, instead of outside
consultants, as internal experts for
professional development
Add your
company specific text here
Creating a mentoring “culture”—one that
continuously promotes individual
employee growth and development

4. Benefits of Mentoring Program
4
Develop your employees into
tomorrow’s leaders
› Developing your company’s junior
employees can be a challenge
› Mentoring as a strategic initiative
will pair new/ junior employees
with those senior employees and
managers who can provide not
only the experiential wisdom but
also a supportive environment
Retain top talent &
See high ROI
› Talent retention affects the bottom
line not only by reducing costs, but
also by building an effective
workforce
› Demonstrate to new employees
the company’s investment in their
future with the organization
Lead the
Way in diversity
› The changes that diversity
initiatives aim to achieve cannot
occur without real-life interactions
in the workplace
› Mentoring allows people to take
the theories learned in diversity
trainings into the workplace. They
practice what they learn because
they’re being challenged regularly
within their mentoring
relationships
Succeed in
succession planning
› It is an ideal strategy for enriching
your succession-planning program
› Adding mentoring as a method of
pairing such individuals with your
talent pool ensures that the right
expertise will complement your
succession-planning goals
Attract the
best & brightest
› Consider how your company
currently attracts the best and
brightest talent
› While marketing to prospective
employees, an advertising that
your company has a professional
and effective mentoring program
can be a significant differentiator
between you and your competitors
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5. Uniqueness
is important
› Uniqueness makes every
mentoring relationship
› This is specially required
in case of diversity
› Add text here
Consistency
is critical
› Keep your commitments
to engage on a regular
basis
› This gives the mentored
the assurance that you are
genuinely interested in
mentoring and they can
count on you
› Add text here
Empower rather
than solve
› The tendency is to take
problem solving skill
directly into the mentoring
relationship and provide
solutions
› Mentor should be
empowering the mentored
to arrive at their own
solutions
› Add text here
Shared
responsibility
› Mentors feel responsible
for their mentored but this
is not their prime
responsibility rather it’s a
shared one
› Mentored bears the larger
portion since it's up to him
or her to act on what is
discussed during the
mentoring relationship
› Add text here
Points to Keep in Mind while Mentoring
5
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6. Effective Strategies for Mentoring Employees
6
› Commitment to consistency is key
› Mentor needs to dedicate time & effort to see how the mentoree is performing
› Text here
› It’s important to create layers of mentors throughout the company
› Set the tone for your managers, and in turn, they do the same for their teams
› Text here
› Always look out for opportunities for your mentees, advocate on their behalf in
management meetings, and connect them with people in your network
› Text here
› As a mentor, you can also act as protector
› keep a watchful eye by looking out for both threatening organizational forces
and positive opportunities
› Text here
› As mentor, you get to play teacher by sharing your knowledge and
experiences and by recommending assignments to your mentees that will
help them grow and develop professionally
› Text here
Commit to a plan
Commit to a plan
Foster connection
Survey the scene and act
Look for teaching and
guiding moments
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7. Steps for Developing an Effective Employee Mentoring Program
7
Set a framework
› How long will the program last?
› How often will mentors and mentees meet?
› Where will participants meet?
› Your text here
Secure participation from all
levels and departments
› The more options available for mentors and mentees, the more likely it
is that participants will be paired with someone they can learn from
› By working with someone from another department, employees may be
able to change their career trajectory in a way that makes them more
satisfied professionally
› Your text here
Match mentors and mentees
based on interest and direction
› Mentors and mentees don't necessarily need to be from the same
arena
› Match partners based on what they want to learn and where they
want to go in their careers
› Your text here
Empower both the mentor
and the mentee
› Encourage your mentors to teach employees the skills they need to
advance in their career or become more well-rounded team
members
› When both partners have a voice in the program, it's more likely
that they'll both benefit, walking away with useful skills or fresh
ideas
› Your text here
Provide feedback
opportunities
› Your mentors and mentees should also feel comfortable providing
feedback to one another and your association
› Make sure employees know how seriously you take their feedback
› Your text here
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8. Challenges in Mentoring Relationships
8
Meeting
as scheduled
› Both mentors and mentorees have commitments and
responsibilities, both of which serve as convenient excuses for
postponing a mentoring meeting
› Failing to meet as scheduled or frequent postponements will
quickly erode the foundation of your relationship.
Excessive time and
energy commitments
› In this case, either the mentor or mentoree wants to meet more
frequently than the program requires
› Maintaining such an aggressive meeting schedule usually proves
impossible over time, however. In and of itself, this is not a
problem, but once the meeting schedule "rights" itself, this can
affect the mentoree who may feel slighted or believe that the
mentor isn't as invested
Unrealistic
expectations
› Both mentors and mentorees have commitments and
responsibilities, both of which serve as convenient excuses for
postponing a mentoring meeting
› Overloading the mentoree with information and expecting the
mentoree to become the mentor's clone are examples of
unrealistic expectations.
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9. 9
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