The factors which impact on how mentoring is integrated at a senior, strategic and organisational level.
The impact of mentoring within an organisation varies depending on the structure and location of the organisation, the interaction characteristics, Participant demographics, purpose of the interaction, and degree of structure. (Gray et al 2016 p159). So the way an organisation wants to structure a mentoring program is critical to its impact. Mentoring can be a strategic change at organisational level or part of a senior manager’s individual development program. If it is a strategic change in the way an organisation develops all its employees, then it will be part of a change project. The exact structure of the change project will depend on the size and complexity of the organisation. Small organisations might have to use outside mentors simply because there would not be enough time for mentors within the organisation to be effective. Larger multisite organisations would find it easier to have in house mentors up to board level, and external mentors for board members.
In order for a successful mentoring culture to develop as a strategic initiative three key roles are necessary. (Whybrow and Henderson 2007). The project will need a Change Agent who is effectively the project manager making things happen. This can be one person or a group of people. For example one change agent from each function in a company form a change group. Then the change could be rolled out with one function being the pathfinder or implemented in parallel sharing experiences. The Change Agent or Agents will need Change Sponsors or Champions who are senior people within the organisation capable of influencing spend, so that they can make sure adequate resources are available for the project. There also need to targets or clients for mentoring. Whybrow and Henderson argue that for the successful implementation of a mentoring project the more people who are prepared to be change agents and sponsors the more successful integration would be. One could also argue that if a strategic decision is made to have mentoring throughout the organisation with mentoring at all levels of management, it would have a better level of acceptance and be more likely to succeed. This is more important than the number of change agents and sponsors.
Gray D, Garvey B, Lane D. A(2016) A critical introduction to Coaching and Mentoring: Sage
Whybrow A, Henderson V (2007) Concepts to support the integration and sustainability of coaching initiatives within organisations Handbook of coaching Psychology