Building mentoring programmes: process, matching, success

In mentoring, an experienced person — the mentor — supports a less experienced one — the mentee — over a longer period. The mentor shares experience, opens doors to their network, gives feedback and helps the mentee find their way in an organisation or profession. Unlike in coaching, the mentor may and should give advice and talk about themselves.

Mentoring comes in many forms: in companies for new employees, emerging managers or to support particular groups; at universities between students of different years or with alumni; in associations and chambers for founders and career starters. A special form is reverse mentoring, in which younger employees support experienced managers on topics such as digital work.

The terms are often mixed up. The differences help with design.

Matching is the most critical step. If mentor and mentee do not fit, the pair fizzles out after two meetings. A few criteria have proven themselves: the mentee's goals and the mentor's experience match; there is no direct reporting line between them; expectations about frequency and form of meetings are similar.

There are two routes. In assigned matching, the programme team proposes pairs. In self-directed matching, mentees choose from mentor profiles and send a request; mentors accept or decline. The second route increases ownership and often fit, but requires enough available mentors with informative profiles.

A clear framework helps both sides.

Mentors give time, and that should be recognised. At the same time they benefit themselves: they reflect on their own experience, get to know other perspectives, stay in touch with new developments and practise leadership skills such as listening and giving feedback. Programmes that name these benefits and visibly appreciate mentors find volunteers more easily.

Universe offers mentoring for universities: experienced students and alumni support newcomers — you can become a mentor, find and request a mentor, accept and end mentorships. In People Development, a buddy and a mentor can be named when assigning a learning path such as onboarding; new hires see their contacts under “My area”, and anyone who is a buddy sees under “You support” whom they are supporting.

Learning partners complement this: up to six other learners at a similar level become visible — only those who take part themselves see others and are seen.