The distinction

There is broad range of mentoring relationships. It can be viewed as a continuum ranging from informal or spontaneous mentoring to highly structure and planned mentoring.

Informal mentoring is defined as a relationship that is created spontaneously or informally without any assistance from the organisation. The relationship may just happen, or be initiated by special interest being taken in the mentee by the mentor, perhaps as a result of the mentee being identified as a high potential employee in a succession planning initiative. Another way in which the relationship arises it that the initiative for the relationship is taken by a mentee who approaches a mentor and explains her or his intentions. 

Formal mentoring is when the relationship is facilitated and supported by the organisation so that more participants can benefit. The degree of structure varies from one organisation to another but the organisation makes tools available to participants to facilitate the creation and maintenance of the relationship: program coordinator, orientation session for participants, pool of mentors, mentees, etc.

Advantages and Disadvantages

Informal mentoring 

Advantages:

• A relationship of trust and respect is present from the outset;
• High degree of compatibility and co-operation between the individuals; and
• The relationship is flexible and personalised.

Disadvantages:

• This type of relationship with members of designated groups is rare;
• Risk of ambiguity in relationship if it becomes too intense; and
• Risk of tension when changes occur in the relationship.

Formal mentoring

Advantages:

• Access to more people;
• Support and recognition from the organisation;
• Easier clarification of roles and responsibilities;
• Possibility of establishing made-to-order mentoring to meet the needs of specific groups.

Disadvantages:

• Pairing may be difficult, especially if the number of mentors is low;
• Less flexible relationship and process; and
• Risk of poor pairing.

What type of mentoring is appropriate ?

• The type of mentoring appropriate to an organisation depends on its needs;
• Informal mentoring that is openly encouraged and supported by an organisation may be desirable where there are few participants and staff turnover is low;
• The ability for informal mentoring to be successful within an organisation will depend on whether the parties involved have the skills required and the context of the organisation is supportive, eg training in broader management skills, diversity training, career development programs;
• As informal mentoring is not often available for some groups within the organisation (eg women) or when informal mentoring does occur for these groups there is little success, a formal mentoring program which specifically addresses women or an organisation wide program which addresses issues such as gender may be appropriate. A formal or structured program can also be flexible; and
• In a recent review of the literature, a leading author in the area of mentoring Ragins, concluded that in terms of outcomes, it did not matter whether the mentoring was informal or formal it was the quality of the mentoring which was important. Establishing effective formal programs can be a way of trying to ensure higher quality mentoring for a majority of relationships. However, promoting both formal and informal mentoring and mentoring skills in an organisation which has a culture that supports mentoring may also result in high quality mentoring.