Moving Forward: Why You Should Sign Up for a Mentor-Mentee Program, Part 2

by Suresh GP

Professional development today focuses on two key aspects: skills development and capability development. Organizations spend lots of time and effort grooming new employees by following a rigorous neo-orientation or induction program, in order to get them familiarized with the new culture, design, and
operations of the company.

Many companies use the practice of the buddy system, in which people can go ahead and catch up with their “buddies” in an informal setting after the orientation session. Presumably, the goal is to become well-versed in the nuances of being a good fit within the organizational environment. Despite the widespread use of the buddy system during and after orientation, though, it does have its limitations. In my experience, while most of the “buddies” do a good job of helping new employees adapt to the new environment and line of business, employees are left without any knowledge of their career roadmap and journey towards the next step—and, as you most likely know, it’s never too early to begin thinking about what’s ahead!

It can be difficult for new employees to envision their professional growth without a glimpse at what the future could hold. Within the first 30 days of joining, managers spend time articulating the roles, responsibilities, and expectations of the position with their direct reports, which is then documented in the performance goal sheet for the year ahead. While I don’t deny the importance of setting these goals and targets for new employees, this practice does not necessarily make a new employee excited about their career as a whole. Here’s why:

1. During the orientation period, new employees rarely meet someone who articulates the vision and bigger picture of their role within the organization, as well as how the new employee contributes to the overall success of the company. As a result, many of them struggle to develop an identity. This can lead to new employees leaving the organization after a relatively short amount of time, on account of receiving mixed messages and signals about whether staying in the company would help achieve their career goals and aspirations.
2. Additionally, new employees miss out on the experience of meeting a role model who embodies a living example of who they want to become—for example, a company executive who rose from humble beginnings to the high ranks of executive management. Professional role models give new employees a clear vision of their career progression, as well as a realistic understanding of the skills and resources required to move up on the corporate leader with sound guidance. In addition, organizations are able to retain a talent pool, as there is sense of mutual trust established between employees and mentors who are willing to invest time and effort to reap organizational benefits.
3. Traditional orientation sessions seldom focus on desirable leadership attributes and behaviours. As a new entrant, employees want to understand the behavior and leadership attributes that can help them move up the value chain within the context of their workplace. Here is where mentors can articulate tangible evidence of desirable attributes beyond relevant technical expertise.
4. The practice of the buddy system in lieu of a mentor-mentee program means that there is no established means of embracing new employees to the organization with a spirit of openness, team building, and showcasing their inherent talent. Often, taskforces have special talents beyond their current norm of work that are unearthed and then lost due to work commitments. HR professionals and higher-ups can provide opportunities for employees to open up their innate talent, which leads to employees feeling valued—and in return, brings much more ownership and loyalty to the organization.

These issues are found in many organizations due to one fault in particular: the absence of mentors. While organizations often spend millions of dollars organizing trainings for new employees, they should also invest in great mentors who could be instrumental to the company’s success, as the use of mentors is profoundly critical to demonstrating confidence and talent in new employees. This confidence in turn helps build empowerment among new employees.

Whether mentors are subject matter experts or people with rich experience and expertise in business, they can understand the strengths and shortcomings of individuals, as well as facilitate suitable tools and techniques to shape them as future leaders. This is especially observed in many middle-level management staff across organizations, who have been pushed out of their comfort zones by mentors who can build a team with all the desirable attributes and skills to manage and rescue clients from emergencies.

However, how many organizations today have invested in consciously focusing on mentoring? Mentors play a significant role in improving employee loyalty, ownership, and a sense of pride and contribution to significant business outcomes. With all these benefits, mentoring should be a no-brainer.