Mentoring Program Design and Implementation * What is mentoring? * Why a formal program? * How do mentoring programs help? * What are keys to program success? * What training do participants need? * What are the first steps to a mentoring program? * Mentoring clients * Where can I learn more? An alternative to formal programs Audio Clips Keys to success (60 secs.) AIFF Format Please note that this file may take some time to download. For help listening to the audio, please click here. About my work Mary Dingee Fillmore, Director Clients Projects	What makes mentoring programs work? Clear purposes, whether your ultimate goal is to orient new employees, provide career development for the veterans in your organization, or improve the representation of particular groups. Top management support in word and deed, so that everyone understands that developing employees through the mentoring program is part of their job -- not something that should be sneaked in as an extracurricular activity. A diverse and committed committee to assist with the design and promotion of the program, and to match mentors and mentees. Different levels, professions, locations and units should be involved to foster broad commitment. Understandable guidelines and an open matching process to ensure that everyone knows what the rules of the game are, and how they will be applied and by whom. Guidelines cover the application process, whether any selection criteria will be used, and how pairs will be matched. A strong promotional effort with emphasis on word of mouth communication to reinforce marketing like a letter from top management. Expert training to clarify expectations and roles for both mentors and mentees. Mentees should leave a day's training with defined goals for the program, understanding what they can and cannot expect from a mentor. Mentors should understand why the program was created, and what they can and should do, starting at the first meeting. A fail-safe system so that when something goes wrong in an initial match or in an ongoing relationship, the pair has a resource to turn to for guidance or assistance. Ongoing contact through monthly calls from the committee or coordinator, quarterly forums or other followups, to prevent mentors and mentees from becoming isolated, and to surface any consistent problems. Supervisor involvement through briefings to dispel misconceptions about the program, and through specifically informing supervisors of mentors or mentees about the program and what it involves. Recognition for all parties in a public, meaningful way that makes it clear that mentoring is valued by the organization.
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