How to Introduce a Mentoring Program

Introducing a mentoring program can help develop an organization's young people into skilled and successful contributors. As senior staffers share their knowledge, they can gain a sense of satisfaction from helping others and making the company more successful. Generating buy-in among employees is important for any new endeavor. Making people feel included can help generate more excitement than if partipants feel forced. A properly introduced mentoring program can take a company and its staff to the next level.

1. Choose criteria for mentors and mentees. For a non-profit, perhaps the mentors will be senior volunteers who have spent at least two years with the program and have demonstrated commitment to the cause. The mentees could be volunteers who have worked fewer than six months but show commitment. Establishing criteria will help as new people come onboard and possibly enter the mentoring program. 

2. Preview the mentoring program. Distribute informational brochures to those who will be involved so that people can begin to familiarize themselves with the idea.

3. Hold an informational meeting, inviting the mentors and those eligible for mentoring. Introduce everyone to each other and run through the program's specifics. The heads of the company or program should talk about why this program is important and what everybody will get out of it.

4. Establish targets for how often and for how long the mentors and mentees should meet. Participants can help establish targets to create a sense of collaboration. Document the targets and distribute them to mentoring participants.

5. Develop goals. Perhaps you hope to increase sales by a certain percentage, or to retain employees for more years. Track progress as the mentoring program continues.

6. Design an award system for participants. If the mentoring program will target young salespeople to improve their skills, place them on a bonus system to reward increased sales after mentoring. Similarly, award the mentor for helping the young person.

7. Design a support system, a program or company higher-up who can answer questions and resolve any conflicts. This person should be approachable and allow people to speak with him candidly and confidentially.

8. Hold occasional meetings to update people on the program's progress. Allow participants to vent concerns and possibly alter the program in response. Share any data you have collected.