• Mentoring can be defined in various ways, two commonly used definitions are:
  •  ‘A learning and or counselling relationship between an experienced person who shares his or her professional expertise with a less experienced person in order to develop the skills and abilities of the less experienced party.’ (Treasury Board of Canada)
  • ‘Typically a one-to-one relationship between a more experienced and a less experienced employee which is based upon encouragement, constructive comments, openness, mutual trust, respect and a willingness to learn and share’ (ODEOPE)
     
• A first step is to select or establish the definition of mentoring which will be used in your organisation and clearly define the purpose of your mentoring program. While this will vary from one organisation to another, there are some similarities.
   
• Not all organisations implement a formal mentoring program with the sole intention of enabling employment outcomes for women. Research suggests in fact that some formal mentoring programs may have had limited effectiveness in changing employment outcomes for women.
• Informal mentoring or networking may be a more effective way of enabling employment outcomes for women.

Based on our knowledge from other organisations, mentoring programs typically have the following characteristics:

• A clearly defined purpose. Successful mentoring programs have: (i) a clear definition of mentoring, (ii) a clearly defined purpose or set of expectations and (iii) commitment to these being universally understood by all decision-makers and participants in the mentoring program.
   
• Visible support and endorsement of senior management (see management commitment). This ensures the mentoring program is perceived as credible and valued, and therefore attracts a high level of participation from employees. The support of managers and widespread organisational support is facilitated by:
  • Managers playing an active role in promoting the program and taking part in activities such as information sessions and the evaluation process.
  • Explaining the program to all employees. This is especially important for programs that target women only.
     
• Consistency with and support by the existing culture of the organisation. If a program is specifically designed for women it is important to gain acceptance of this within the wider organisation. It is also essential to determine that this is what women in the organisation want!
   
• Be designed with an understanding of the gender effects on mentoring.
   
• Be voluntary.
  • This ensures that participants are committed to the mentoring process.
  • Each party should feel free to withdraw from the program at any time.
     
• Involve training.
  A program which specifically targets women should aim to achieve:
  • Understanding of mentoring
  • Understanding of the issues facing women in the organisation. Analysing the impact of stereotyping and prejudice is an important part of this process. (Ragins in Clutterbuck & Ragins, Eds)
     
• Off-line relationships.
  • Supervision and mentoring should remain distinct - a person’s immediate supervisor should not be their mentor.
  • Mentoring differs to supervision. Mentors should be aware that mentoring demands an investment and commitment beyond day to day supervision.
  • Supervision emphasises immediate tasks and short term needs, while mentoring in concerned with the professional and long term needs of an employee.
     
• Concerned with developing the whole individual rather than just one or two performance aspects.
   
• Be part of a wider learning and development tool and diversity strategy. While mentoring is essentially a partnership between two people, it is important to remember that this operates within the context of an organisation.
  • Mentoring needs to be integrated into a broader learning and development plan, employment equity/diversity policies or training programs.
  • Skills required for mentoring need to be developed through other learning and development tools such as training courses in diversity issues, gender equity and management skills.
     
• Mentors and Mentees need to be chosen and matched appropriately.
   
• Resourcing and supporting mentorship programs. A coordinator or administrator is needed to provide on-going support.
   
• Have a time limit to the process. This can vary, but is best for about 12 months.
   
• Consider ways of evaluating mentoring considered from the outset.
  • Demonstrating the effectiveness and efficiency of the program is important to obtain the continuing support of senior management and sustain the program.
  • Measurement criteria are defined in advance.