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  • A review of “7 Steps to Creating a Mentoring Program” by HR360Inc

A review of “7 Steps to Creating a Mentoring Program” by HR360Inc

By Kevin Howard

Many businesses of all sizes employ mentoring programs to help develop future leaders in the company.

In addition to professional development, mentoring programs have been found to produce engaged and productive employees who are in sync with the company’s goals and needs.1 In fact, one study reported that mentees and mentors alike who participate in mentoring programs are five times more likely to advance in pay grade and are nearly 50% more likely to stay with the employer than employees who do not participate in the program.1

A successful mentoring program extends to all employees and is a long-term program that requires dedication from the mentor, mentee, and company leadership. But how do you develop a mentoring program that has staying power?

HR 360 Inc. answers that question and more in a step-by-step video, “7 Steps to Creating a Mentoring Program.”


Mentoring programs offer a range of benefits to all involved—mentors, mentees, and the company. Mentors benefit from developing or expanding their leadership skills and have an opportunity to “see the organization from the prospective of more junior employees.” This can be a particularly valuable benefit for long-time employees or those who are leading across generations.

Mentees benefit by gaining expert advice on their job and the business as a whole, as well as a shorter learning curve, leading to a more successful transition period. In addition, the Journal of Vocational Behavior reports that mentees experience greater engagement and satisfaction in their organization.2

The company benefits overall by adding future leaders to the pipeline and by strategically developing employees’ talents to align with company goals and growth.2

Indeed, the all-encompassing benefits of mentoring programs make them well worth the investment.


According to the video, developing a mentoring program can be accomplished in seven steps. While this program is geared towards a larger company, it can be modified to a small organization.

Get Management Involved: Get buy-in from company leaders and involve them in the development of the program from the start.

Gather a Diverse Team to Create the Program: The team of employees that will develop the program’s goals and objectives should be diverse and include a range of perspectives. Some employees might focus on employee training and professional development while others may emphasize the role of diversity, equity, and inclusion training in the program. These different mindsets can create a well-rounded mentoring program that benefits all participants.

This team will determine which kind of mentoring the program will provide:

Peer mentors: this mentor helps new employees understand the business’s culture and shows them the ropes. Career mentors: the mentor serves as a coach for a protégé as an internal advocate and helps the protégé meet their professional goals.

Life mentor: a mentor who guides a protégé to integrate professional development in their life.

Recruitment: Now it’s time to recruit and match participants for the program. The program should be voluntary and the mentors should, according to the video, be at the management level and have specific expertise to share, while mentees should be employees who can most benefit from the program.

Try to connect mentors and mentees who are looking for the same level of involvement and who are likely to work together well. Utilize a human resources team member and other managers to help match mentors and mentees.

Orientation: The orientation should provide guidelines for both the mentors and mentees and may include details and the purpose of the program. Orientation should also cover the length of the program; the expectations for mentors, mentees, and the company; and how progress will be monitored. Some companies may opt to create a formal written agreement for the mentors and mentees.

Activities: Provide activities and opportunities that will allow the mentors and mentees to interact. This may include group discussions, professional development seminars, team-building exercises, or guest speakers. A mentor and mentee team should meet at least once a month for at least an hour, if not more, to ensure mentees get what they need from the program.

Monitor Progress: The group that runs the mentoring program (or HR) should periodically monitor the progress of the mentors and mentees to understand if they are meeting their goals and objectives and make changes when necessary.

Evaluation: As the program nears the end, it’s time to measure achievements that have been made. Ask both mentors and mentees to do individual assessments and comment on their experiences during the program. The mentoring group (or HR) reviews the feedback and adjusts the program, if needed.

With the right attention, a mentoring program can be a massive benefit not just to those who participate, but for the company as a whole. 


1Workplace Loyalties Change, but the Value of Mentoring Doesn’t. Knowledge@Wharton. https://knowledge.wharton.upenn.edu/article/workplace-loyalties-change-but-the-value-of-mentoring-doesnt/. Published May 16, 2007.

2Power R. 3 Reasons Your Company Needs a Mentoring Program. Inc. https://www.inc.com/rhett-power/3-important-benefits-of-starting-a-mentoring-program.html. Published March 9, 2015.

Kevin Howard

Kevin Howard is a staff writer for PPS. He may be reached at kahoward@ahint.com.

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