mentorship assignment

5 Stages of the Mentoring Process: A Functional Approach

Content Director and Employee Engagement Researcher

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• Take it with you:
• What Are the Main Mentoring Functions?
• 5 Stages of a Mentoring Relationship
• Stage 1: Rapport Building
• Stage 2: Setting Direction
• Stage 3: Progression
• Stage 4: Winding Down
• Stage 5: Moving On
• Fostering a Positive Mentor-Mentee Relationship

Oddly enough, good things tend to come in fives. Five fingers (which are essential for gripping and holding); five toes (which help us balance when walking on two legs); Five Guys Burgers and Fries (because, well, yum); and undoubtedly our 5 Steps to Launch Your Employee Mentoring Program whitepaper (which you can download completely for free right here right below this paragraph!) Once your programs are launched, you can break them into a multi-stage mentoring process and view them through two distinct functional (or purpose) lenses.

Download your action guide on 5 Steps to Launch an Employee Mentoring Program

While there’s no set rule about  how long a mentoring relationship should last  (micro-mentoring and flash mentoring can take as little as days or hours, while some structured programs can last for a couple of years or more), most mentoring relationships cycle through these stages. In some cases, relationships cycle multiple times as new goals are set and achieved and as the needs and circumstances of the mentee change.

In this article, we’ll explore what  mentoring functions  are and how  each stage of the mentoring process  works to serve them.

If you’re at this point in your program development process, you likely already know what a mentoring relationship is all about: A professional relationship in which an experienced person (the mentor) supports and guides a less experienced person (the mentee) in their career development. As we’ve noted in previous posts, this is how mentoring works traditionally , but not always , since peer-to-peer and reverse mentoring are fully legitimate strategies, as well.

Functionally, mentoring is a process that aims to nurture the growth of the mentee, both professionally and personally. That can happen regardless of the dynamic, but there’s still a certain DNA present within effective mentoring relationships. The mentor provides advice, shares knowledge and experiences, and helps the mentee navigate challenges.

The main functions of mentorship can be broadly categorized into  career functions  and  psychosocial functions .

Career functions

Career functions of mentorship are aimed at fostering the professional growth and advancement of the mentee. These functions are:

• Career pathing : Mentors help mentees understand the nature of their desired career path and how to navigate through it
• Skill development : Mentors work with mentees to help them grow skills requisite to their current or desired career path
• Sponsorship : Mentors actively advocate for their mentees, helping them to secure key assignments or promotions that can accelerate their career trajectories.
• Exposure and visibility (networking) : Mentors provide opportunities for mentees to demonstrate their skills to decision-makers and influential individuals within an organization or industry.
• Professional development  – Mentors offer guidance and constructive feedback to help mentees develop specific professional skills and knowledge.
• Challenging assignments  – Mentors facilitate the development and learning process by assigning tasks that stretch the mentee’s abilities, encouraging growth through practical experience.

Psychosocial functions

Psychosocial functions of mentorship contribute to the personal and interpersonal development of the mentee. These functions are:

• Role Model  – Mentors exemplify professional behavior and attitudes, providing a blueprint for mentees to emulate.
• Acceptance and Confirmation  – Mentors offer support and validate the mentee’s personal qualities and professional skills. This helps enhance mentee’s self-confidence and reinforce their sense of identity and worth in their professional life.
• Counseling  – In  a psychologically safe workplace , mentors provide a safe space or support system for mentees to discuss their anxieties and challenges. Mentee feels secure enough to share thoughts and concerns without fear of negative consequences.
• Friendship  – A mentor-mentee relationship can evolve into a genuine friendship that provides emotional support and camaraderie.

Both sets of mentoring functions are crucial for the well-rounded development of the mentee, equipping them with the necessary tools and resilience to succeed in their career and personal life. In fact, you’ll find that most mentoring relationships pull from each of these functional buckets to create a successful engagement.

Sean Cain , a Director of Global Talent at Disney, explained this combination of functions exceptionally well in the following video.

A mentoring relationship is a dynamic and evolving journey that can significantly impact both mentor and mentee. Here are five stages of a mentor process and how they function and contribute to a fruitful and transformative mentoring experience.

Rapport is the foundation of a successful mentoring relationship. The first stage is about creating a mutual sense of trust, respect, and understanding. Without rapport, the subsequent stages of mentoring can’t be as effective because they rely on the strong, positive connection established early on.

To build rapport, mentors should engage in active listening, show genuine interest in the mentee’s concerns, and demonstrate empathy. Sharing personal experiences and being consistently available also strengthens this bond. The mentor’s empathetic approach fosters a sense of psychological safety, which is crucial for open communication.  It’s about showing up, not just as a guide but as a reliable confidant.

Action step

Breaking the ice can be a bit challenging at this stage. Assuming your mentee and mentors are paired properly , the relationship should feel natural. But even then, that doesn’t mean they’ll immediately understand how to engage in the getting-to-know-you phase. Engaging in different mentoring activities can help both parties more quickly build the rapport they need to accelerate to the next stage.

Once rapport is established, setting the direction and some ground rules for the mentoring relationship is crucial. This second stage involves identifying the mentee’s goals and what they wish to achieve with the mentor’s support. Here, mentors might start planning how to provide exposure and visibility and protect the mentee from potential setbacks.

Clear expectations  are the roadmap for the journey ahead, and mentors can help mentees set ambitious yet realistic career goals. Mentors and mentees should discuss and agree upon the objectives,  the mentee’s responsibilities, and the mentor’s role . This clarity prevents misunderstandings and keeps both parties focused on the mentee’s growth.

Action step:

Most junior-level workers don’t know how to set goals. One study found that only 8% of people achieve their goals . That’s scary, but it’s indicative of the fact that most people, again, don’t know how to set goals. One important place to start is helping mentees understand what goal they should even have. Start by helping mentees understand the difference between goals and objectives. Then, have them plot their goals into action steps with achievable milestones.

The progression stage is where the mentee starts to make significant strides towards their goals. It’s a phase characterized by learning, development, and sometimes, challenge. Challenges are inevitable, but they are also growth opportunities. Mentors can help mentees by providing resources, sharing insights, and offering encouragement to persist through difficulties.

This stage is also about deepening the role model influence and providing counseling. Mentors support mentees in navigating professional challenges and personal doubts, enhancing their resilience and self-confidence.

This is often where the psychosocial functions of the mentoring relationship come into play. Mentoring gets challenging when mentees start to run up against their limits of what they can (or believe they can) achieve. That’s frustrating for mentees, but it’s also exactly when mentors need to be there for encouragement and to help mentees work past those barriers — both the emotional and skill-based barriers.

Start with making sure mentors are trained in navigating the emotions of others. Mentoring is a social learning strategy; that means your mentors will, at times, need to be sensitive to the emotions of their mentees and will need to know how to be emotionally available during engagements with their mentees.

You don’t have to enroll them in professional counseling courses, but helping them raise their emotional intelligence or EQ, is a great place to start. Help mentors and mentees better understand their own emotions and where you can make emotional intelligence, or EQ, part of your mentors’ training. HelpGuide.org has an excellent post on improving emotional intelligence you can download, share, and discuss with mentors.

As goals are met, the mentoring relationship naturally begins to wind down. This stage is about preparing both mentor and mentee for the eventual closure of their formal relationship. Mentors can focus on ensuring the mentee is set up for future success, perhaps by  solidifying their network  or establishing a path for continued growth.

Acknowledging progress and celebrating achievements reinforces the value of the mentoring experience. It’s a time for reflection on how far the mentee has come and the role the mentor played in that journey.

There are two important actions mentors and mentees need to take at this step:

• Understanding when it’s actually time to move on.
• Making sure to properly express gratitude

We have content on both that we recommend as part of this stage:

• Read: Is It Time to Say Goodbye to Your Mentor?
• Read: Expressing Gratitude in Mentoring

This final stage is a transition from a structured mentoring process to a more autonomous phase for the mentee, with the mentor often taking on a less active role and providing  occasional  guidance and support as needed.

The end of formal mentoring doesn’t mean the end of the relationship. Many mentors and mentees choose to stay in touch, evolving into a professional network connection or even a lifelong friendship.

Mentoring is a transformative process that benefits both the mentor and the mentee. When both parties understand how to navigate each stage, mentors can provide invaluable support to their mentees, and mentees can maximize their growth and development through this structured relationship.

Will the relationship move to sponsorship, or will the mentee and mentor re-engage again in the future? That’s something that should be decided rather early on. Many mentees don’t understand the difference between mentorship and sponsorship , and many mentors may feel pressure to be a sponsor, even if they believe the mentee hasn’t quite earned that type of relationship yet.

Spend time teaching your mentors when the mentorship should lead to sponsorship and how to communicate that difference to their mentees.

One of the beauties of mentorship is that while it’s structured, it’s also organic and can be tailored to the individual needs of the mentee. No two mentoring relationships will follow the exact same path. The mentor and mentee must be attentive to the unique contours of their mentoring relationship and be willing to adapt their approach accordingly.

The dynamic and organic nature of mentorship is what makes it a uniquely rewarding experience for both mentors and mentees. Unlike rigid, formulaic approaches to professional development, mentorship offers a level of flexibility and personalization that can significantly enhance its effectiveness and long-lasting impact.

Consequently, a truly winning approach starts with the match. When mentors and mentees are properly matched, the relationship flows naturally. Learn more about how mentoring software creates matches that can decrease turnover rates by 50% or more.

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A Foundational Guide for Mentoring Students

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When higher education institutions create mentorship programs, students and faculty can see an increase in engagement, retention, and productivity. Mentors can encourage students and guide them to success, but you must have a program outline and communicate your expectations and ideas with your team. 

Mentorships enrich both the mentor and the mentee, and students can make valuable connections, discover new opportunities, and seek expert knowledge and skills for their careers. This guide will teach you how to mentor students at your institution by creating an effective program that meets everyone's needs.

Advisors vs. Mentors: What's the Difference?

Advisors and mentors may seem similar, but they have very different roles. Although both have professional experience, advisors and mentors use it differently to guide others. Advisors have a formal function and give others a sense of direction. Mentors perform a similar role but use personal experience, knowledge, and skills to lead others to success. Mentors can act as role models and develop deep connections with mentees, while advisors have a more surface-level relationship. 

Many people can be advisors, while only some can serve as mentors. An advisor directs others to perform tasks, but a mentor guides mentees through career and personal development. Mentors consider personal obligations, passions, and goals and encourage mentees to seek their own paths. On the other hand, advisors do not take a social-emotional approach but expect others to complete objectives despite them. 

Students may have an advisor who tells them which classes they should take, when to begin an internship, or which clubs would be most beneficial for their resume. In a sense, the advisor encourages the student to check off the boxes that will enable them to graduate on time. A mentor is more inclined to know the mentee personally. Mentors will understand the student's motivation and suggest courses, clubs, internships, and other valuable resources that align with the student's interest. 

Types of Mentors

Mentors can take different roles and structure the relationship in various ways. Although many believe mentors must be old and wise, mentors can also be young, bright minds or peer mentors. Some mentors provide emotional support, teaching coping methods and stress-relieving practices, while others share industry knowledge and expertise. Still, other mentors act as an all-encompassing helping hand who guides mentees to success in one form or another. 

Types of mentors include:

• Experts:  These mentors have in-depth knowledge of their field. Experts could be practicing work in the industry or have decades of experience with work. These mentors help students hone and realize their strengths. 
• Champions:  Champions are support mentors who advocate for the mentee. These mentors help students discover opportunities and make connections they can carry into their careers. 
• Copilots:  Peers can be mentors for each other in a copilot relationship. This mentorship benefits both parties, and they support each other and collaborate while holding one another accountable. 
• Anchors:  Life is a roller coaster of ups and downs. When the ride gets wild, students can benefit from having someone who can see the silver linings and help them overcome obstacles. 
• Mentees:  Young mentors can keep a fresh perspective and engage with the younger generation by taking a leadership role on campus. 

Mentor Responsibilities

A mentor relationship may take many forms, but no matter the structure, those in mentorship roles must maintain specific responsibilities. These responsibilities guide the mentorship process and ensure mentees get the most value from the relationship. Current or prospective mentors who understand their responsibilities can use this knowledge to improve their mentorship.

Work Toward a Specific Goal Together

A mentoring relationship functions best when both sides work together to set goals. Depending on the nature of the relationship and the particular mentee, these objectives may change. Establish goals early in the mentorship to set the path to follow as the relationship continues. These goals can include general development, career-focused objectives, or emotional support.

Though many goals focus on advancing the mentee, mentors may also set goals for their own development, like growing their leadership or communication skills. The mentor should share these goals with the mentee so the mentee can provide feedback that helps the mentor improve their skills.

Answer Specific Mentee Questions

Once the mentor and mentee have set goals, the mentee will often come with questions. Mentors answer these questions, drawing on their own experiences and successes to provide valuable feedback that the mentee can use as they work toward their goals. Mentors must consider each question thoughtfully and spend time formulating responses. They can refer to their story or information gained through experience to give actionable advice.

Reach Out With Support When Needed

Mentees rely on a mentor to guide their success in a particular field. The relationship works best when both individuals play an active role. The mentee may come with questions, but mentors should also reach out to offer support. The particular support provided will vary based on the relationship and the mentee. A mentor has experienced similar struggles in their journey. They can use this experience to listen to the student and provide encouragement. 

Creating a Mentorship

College or university student mentoring can be incredibly beneficial for students and staff when everyone practices the proper methods. Additionally, mentoring college students can benefit your instructors and faculty, but you should establish a program that works for everyone. Encourage your team to collaborate and determine the best schedule, policies, procedures, and student mentoring report format.

1. Establish the Relationship

A mentorship is only as strong as the relationship between mentor and mentee. At the beginning of the mentorship, you should establish goals and expectations so both parties understand their role. Mentors must also take the first step to develop the relationship with their mentees to create a trusting rapport . 

A mentorship can operate through three relationship formats:

• Structured: The relationship centers around a mutually beneficial goal, and this mentorship creates a continuous environment for learning and development.
• Requested: Mentees present mentors with questions, and they figure out solutions together. This relationship does not require structure, and mentors do not need to plan materials.
• Suggested: Mentors proactively reach out to struggling students and give support. 

2. Create Boundaries

Any professional relationship requires boundaries, especially in higher education institutions. First and foremost, the mentor and mentee should always feel respect from the other. Mentorship is a deep connection — neither party should feel that one is more important than the other.

The mentor and mentee should create a schedule together and determine their preferred methods of communication and when it is appropriate to reach out. A mentorship doesn't always mean unlimited access — face-to-face communication at set intervals sometimes works better than consistent online or phone communication.

Before engaging in this professional relationship, the mentor and mentee should also discuss confidentiality. The mentor relationship often involves both parties sharing personal information with someone they trust. The mentor and mentee should discuss privacy and how the concept applies to various scenarios in their professional relationship.

3. Set Expectations

When mentors and mentees express expectations in the beginning, both people can move forward knowing what the other expects. Expectations will lay the foundation for the mentorship, and the mentor and mentees will craft a relationship around this foundation. These solid frameworks will also show the mentee what role their mentor is playing. They will know whether it's appropriate to ask their mentor for emotional or mental support or if they should rely on them to discover exciting courses of study. 

Generally, mentees expect their mentors to be available at set intervals and provide trustworthy advice. Mentors anticipate that mentees will take their advice seriously and take responsibility for the relationship, as the mentee's goals drive the progression. Mentors or mentees who expect more or less from the relationship should discuss these ideas with a mentor to ensure both parties know what to expect.

4. Know Your Limitations

A mentorship is nurturing and continues to grow as the relationship continues. However, a mentorship should be a reliable connection rather than a constant obligation. Although many mentorships become lifelong friendships, others can be more formal, and mentor and mentee must exhibit the same amount of effort. Although mentors want to help students grow, they must ensure they understand their learning experience and not overwhelm them or provide uninteresting opportunities. 

Mentors and students should practice self-care and understand when to give themselves a break. When people overextend themselves, they become burnt out and less helpful to others. Additionally, if students feel their mentorship is a chore, they may avoid contacting their mentor or neglect their other work. 

How to mentor college students

Mentorship programs help institutions encourage, engage, and motivate students to complete their studies and achieve their goals. With a reliable mentor, students can forge new connections, improve their mental well-being , engage more deeply with their studies, and enhance their campus experience.

These tips for mentoring students will help you build a strong program that pushes your students to success .

1. Be flexible

Balancing work, family, extracurricular activities, and coursework makes student life challenging . Although regular meetings are important for reporting progress and building rapport, mentors need to remember that their students may need to quickly change plans to get everything done.

Adopting a flexible schedule can help mentors accommodate student needs without sacrificing their own commitments. Many calendar and scheduling tools show when one or both parties have other appointments, making it easy to coordinate new meeting dates when life gets hectic. Plus, mentors can use video conferencing tools like Zoom to hold virtual meetings if a student knows they can't meet in person.

2. Maintain clear and consistent communication

Mentorships work best when both parties are on the same page, which is why frequent and transparent communication is so vital. Some key areas mentors should focus on include:

• Campus news: Mentors should inform students about departmental changes, events, campus clubs, activities, and opportunities that could be beneficial.
• Feedback: Providing quality feedback on assignments, projects, or tasks helps students identify areas for improvement and understand what steps to take for better results.
• Goals and expectations: Mentors and students should work together to identify realistic goals that align with the student's academic, professional, and personal needs. Setting clear deadlines and expectations can help motivate students to work toward accomplishing these goals.

It's also important to remember that communication is a two-way street — mentors need to encourage students to ask questions and advocate for themselves anytime they need assistance or clarification. 

3. Track student progress

Your institution collects a lot of data about student performance. Measuring student progress over time using this data can help mentors make sure their students are on the right track. It can also enable them to catch minor issues before they escalate into major problems. For example, if a mentor sees their student's grades are slipping, they can refer that student to the appropriate campus resources to re-engage them.

Additionally, students should regularly attend meetings and report honestly on their progress. A check-in system that provides automated updates can help mentors hold their students accountable for attending appointments and classes. 

4. Create strong connections

A strong bond of trust and understanding is critical for a successful mentorship. A mentor matching system can help you pair each student with their ideal mentor. 

When students sign up to participate in the program, ask them to fill out a survey with information such as:

• Academic program.
• Career goals.
• Class schedule.
• Demographic background.

Mentors should also be doing their part to build rapport. In their first meeting, mentors should discuss the student's motivations and interests to gain insight into how they can best help the student moving forward. 

Evaluating mentoring program success

After a higher education institution develops a mentoring program, the next step is to determine the program's success to guide future improvements. Mentorship brings several advantages for students, mentors, and educational institutions. Schools use such programs to accomplish goals like student retention. Students benefit from mentoring by achieving academic or career success, and mentors gain practical skills like leadership.

These benefits only happen when institutions have straightforward ways to measure success, like:

• Data collection:  Monitor data, like student retention rates , to determine whether adding to or refining your mentoring program has improved student outcomes.
• Mentee feedback:  Collect information from program participants and see their perspectives on where the program does well and how it could improve.
• Mentor feedback: Supporting your mentors is just as important as helping your students. Conduct surveys of mentors to identify ways to better support them, such as improving training or giving them greater access to resources that can benefit students.

Implementing robust data analytics software can help you consolidate all your program data for easy analysis and reporting. This technology can help you quickly generate the insights you need to adjust your program and achieve better results. 

Explore mentorship programs with Watermark

At Watermark, we understand the importance of mentorships and want to help you craft a program that works for your faculty and students. We encourage higher ed institutions to utilize  success coaches  to create holistic educational experiences and guide students to their goals. We can help you design a program that benefits your students and improves your institution. 

Browse our case studies  to see how we've helped other higher education institutions engage students, or  contact us  to learn more about what we can do for you. 

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50 Mentoring Activities You Need To Try

• December 11, 2022

Mentoring is a valuable and important practice that can have a profound impact on the mentee’s professional development and personal growth. A good mentoring relationship involves regular communication, mutual trust and respect, and a focus on the mentee’s goals and needs. In this article, we will explore some mentoring activities that you can do with your mentoring partner to help them grow and achieve their potential.

One of the key elements of a successful mentoring relationship is setting goals and objectives . This involves having regular conversations with your mentoring partner to discuss their goals and what they hope to achieve through the mentoring relationship. This can be done through a variety of activities, such as setting SMART (specific, measurable, achievable, relevant, and time-bound) goals , creating a personal development plan , or using a goal-setting tool like the OKR (Objectives and Key Results) framework. By setting clear goals and regularly reviewing progress towards those goals, you can help your mentee stay focused and motivated, and ensure that the mentoring relationship is moving in the right direction.

Another important aspect of mentoring is providing support and guidance. This can take many forms, such as offering advice and insights based on your own experiences, providing access to resources and connections, and giving constructive feedback to help your mentee improve and grow. 

There are many different activities you can do with your mentoring partner to provide this type of support, let’s take a look at some of the most important ones first. 

Keen to skip ahead? Check out the 50 mentoring activities you need to try checklist.

Mentoring activities you need to try during your next meeting:

Sharing your own experiences and lessons learned.

This can be done through informal conversations or more structured discussions , such as sharing a case study or presenting a problem-solving scenario. By sharing your own experiences and the challenges you have faced, you can help your mentee see that they are not alone and that there are many different ways to approach and solve problems.

Connecting your mentee with resources and connections

One of the most valuable things you can do as a mentor is to help your mentee access the resources and connections they need to grow and succeed. This can include sharing articles, books, or websites that you find helpful, introducing your mentee to people in your network who can provide valuable advice or support, or helping your mentee find professional development opportunities or networking events.

Stuck? Here are some of our favourites:

Many TED talks and books can provide valuable insights and guidance for a mentee. Some of the top TED talks that may be helpful for a mentee include:

• “The Power of Vulnerability” by Brené Brown: In this talk, Brown discusses the importance of vulnerability and authenticity in building trust and connection with others. She provides valuable insights into how to overcome fear and shame, and how to be vulnerable in a way that allows for true connection and growth.
• “Your Body Language Shapes Who You Are” by Amy Cuddy: In this talk, Cuddy discusses the power of body language, and how our posture and movements can affect our thoughts, feelings, and behaviors. She provides valuable insights into how to use body language to improve our confidence, communication, and leadership skills.
• “The Surprising Science of Happiness” by Dan Gilbert: In this talk, Gilbert discusses the science of happiness, and how our brains often misjudge what will make us happy. He provides valuable insights into how to cultivate a sense of happiness and well-being, and how to overcome the biases and assumptions that can prevent us from achieving it.

Books more your style? Some of the top books that may be helpful for a mentee include:

• “The 7 Habits of Highly Effective People” by Stephen Covey: This classic book provides a framework for developing personal and professional effectiveness, based on seven key habits: being proactive, setting priorities, thinking win-win, seeking first to understand, synergizing, sharpening the saw, and finding your voice and your mission.
• “How to Win Friends and Influence People” by Dale Carnegie: This bestselling book provides practical advice and strategies for building relationships, improving communication, and influencing others. It includes a wealth of valuable insights and tips on how to be a better listener, how to communicate effectively, and how to handle difficult people.
• “Mindset: The New Psychology of Success” by Carol S. Dweck: This book discusses the power of mindset, and how our beliefs and attitudes can shape our abilities and our success. It provides valuable insights into how to cultivate a growth mindset, and how to overcome the limitations of a fixed mindset.

Providing feedback and coaching

Regular feedback is an essential part of any mentoring relationship, as it helps your mentee see where they are making progress and where they need to improve. This can be done through informal conversations or more structured feedback sessions, such as using a feedback tool like the 360-degree feedback model. By providing regular feedback and coaching, you can help your mentee develop new skills and behaviors that will help them achieve their goals.

Another important aspect of mentoring is helping your mentee develop their skills and abilities. This can be done through a variety of activities, such as providing opportunities for learning and development, helping your mentee practice and apply new skills, and offering support and guidance as they develop their expertise. 

Mentoring activities you can do with your mentoring partner to develop their skills and abilities

Providing learning and development opportunities.

One of the best ways to help your mentee develop their skills and abilities is to provide them with opportunities for learning and development. This can include sharing articles, books, or websites that you find helpful, attending workshops or seminars together, or enrolling in a training program or course. By providing your mentee with these types of opportunities, you can help them gain new knowledge and skills that will benefit them in their career.

Helping your mentee practice and apply new skills

In addition to providing learning and development opportunities, it’s also important to help your mentee practice and apply the new skills they have learned:

Role-playing and scenario planning

Role-playing and scenario planning are mentoring activities that involve simulating real-life situations or scenarios in order to practice and develop skills and abilities. Role-playing involves taking on different roles and acting out a scenario, while scenario planning involves creating a plan for how to approach and solve a problem or challenge.

These activities can be very beneficial in a mentoring relationship, as they provide a safe and controlled environment for the mentee to practice and develop new skills and behaviours. They can also help the mentee gain a deeper understanding of different perspectives and approaches to problem-solving.

Some examples of how to use these activities in a mentoring relationship:

There are many different ways to use role-playing and scenario planning in a mentoring relationship. For example, you and your mentee could role-play a difficult conversation or negotiation, or create a scenario planning exercise to practice decision-making or conflict resolution. You could also use these activities to help your mentee develop their communication skills, leadership abilities, or problem-solving strategies.

The importance of debriefing and reflection

The key to making these activities effective is to debrief and reflect on the experience. After role-playing or scenario planning, it’s important to take some time to discuss what happened and what was learned. This can help your mentee gain insights and perspectives that they might not have considered during the activity. It can also help them identify areas for improvement and develop strategies for overcoming challenges.

Overall, role-playing and scenario planning are valuable mentoring activities that can help your mentee develop new skills and behaviours, gain a deeper understanding of different perspectives, and improve their problem-solving abilities. By debriefing and reflecting on the experience, you can help your mentee get the most out of these activities and continue to grow and develop.

Action learning

Action learning is a mentoring activity that involves learning through experience and reflection. In an action learning situation, the mentee is presented with a real-life problem or challenge and is encouraged to think critically and creatively to find a solution. The mentee is then supported and guided by the mentor as they implement their solution and reflect on the results.

Action learning has many benefits in a mentoring relationship. It allows the mentee to gain practical experience and apply their knowledge and skills in a real-world setting. It also encourages creativity and critical thinking, as the mentee is challenged to come up with their own solution to the problem or challenge. Additionally, action learning fosters collaboration and teamwork, as the mentee is often working with others to implement their solution.

Some examples of how to use action learning in a mentoring relationship:

There are many different ways to use action learning in a mentoring relationship. For example, you and your mentee could identify a real-life problem or challenge that they are facing and work together to come up with a solution. You could also use action learning to help your mentee develop their leadership skills by providing them with opportunities to lead a team or project.

The key to making action learning effective is to encourage self-reflection and feedback. As the mentee is implementing their solution, it’s important for them to regularly reflect on their progress and the results they are achieving. This can help them identify areas for improvement and adjust their approach as needed. It’s also important for the mentor to provide regular feedback and support, as this can help the mentee stay on track and continue to learn and grow.

Overall, action learning is a valuable mentoring activity that can help your mentee gain practical experience, develop their critical thinking and leadership skills , and foster collaboration and teamwork. By encouraging self-reflection and providing regular feedback, you can help your mentee get the most out of the action learning experience and continue to grow and develop.

Reflective practice

Reflective practice is a mentoring activity that involves regularly taking time to reflect on your experiences, thoughts, and emotions in order to gain insights and improve your performance. Reflective practice can help you develop self-awareness, identify areas for growth and development, and gain a deeper understanding of your strengths and weaknesses.

In a mentoring relationship, reflective practice can be a valuable tool for both the mentor and the mentee. By regularly taking time to reflect on their experiences and thoughts, both parties can gain insights and perspectives that can help them grow and develop. Reflective practice can also help build trust and understanding between the mentor and mentee, as it involves sharing personal thoughts and experiences in a safe and supportive environment.

There are many different ways to use reflective practice in a mentoring relationship. For example, you and your mentee could set aside time at the end of each mentoring session to reflect on what was discussed and what was learned. You could also use reflective practice as a tool to help your mentee process and learn from difficult experiences or challenges.

The key to making reflective practice effective is to make it a regular part of the mentoring relationship. It’s important to set aside dedicated time for reflection, and to create a safe and supportive environment where both parties feel comfortable sharing their thoughts and experiences. By regularly reflecting on their experiences, both the mentor and mentee can gain insights and perspectives that will help them grow and develop.

Overall, reflective practice is a valuable mentoring activity that can help both the mentor and mentee gain self-awareness, identify areas for growth, and build trust and understanding. By making reflective practice a regular part of the mentoring relationship, you can help both parties continue to learn and grow.

Sponsorship and Advocacy

Sponsorship and advocacy are mentoring activities that involve supporting and advocating for your mentee’s professional growth and success. As a sponsor, you provide your mentee with opportunities to develop their skills and advance their career, and you advocate for them within your organization or industry. As an advocate, you support your mentee by providing guidance and advice, sharing your network and resources, and offering encouragement and support.

Sponsorship and advocacy can be very beneficial in a mentoring relationship, as they can help your mentee gain the support and opportunities they need to succeed. Sponsorship can provide your mentee with valuable experiences and opportunities that can help them develop their skills and advance their career. Advocacy can help your mentee feel supported and encouraged and can help them navigate challenges and obstacles that they may face.

Some examples of how to use these sponsorship and advocacy activities in a mentoring relationship:

There are many different ways to use sponsorship and advocacy in a mentoring relationship. For example, you could sponsor your mentee by providing them with opportunities to work on challenging projects or to participate in professional development programs. You could also advocate for your mentee by sharing your network and connections , offering advice and support, and providing encouragement and motivation.

The key to making sponsorship and advocacy effective is to consistently support and advocate for your mentee’s professional growth and success. This means being proactive in seeking out opportunities and providing guidance and support, and being committed to helping your mentee achieve their goals. By consistently supporting and advocating for your mentee, you can help them gain the skills and experiences they need to succeed in their career.

Overall, sponsorship and advocacy are valuable mentoring activities that can help your mentee gain the support and opportunities they need to succeed. By consistently supporting and advocating for your mentee, you can help them achieve their goals and achieve their full potential.

Here are 50 mentoring activities you can do with your mentee:

• Attend a networking event or career fair together.
• Practice job interviewing and provide feedback.
• Create a personal development plan .
• Conduct a skills assessment and discuss areas for growth.
• Attend a professional development workshop or training program together.
• Discuss and review the mentee’s career goals and aspirations.
• Set and track progress towards SMART goals .
• Discuss and review the mentee’s job performance and provide feedback.
• Develop and practice effective communication skills.
• Create a career plan and explore potential job opportunities.
• Discuss and review the mentee’s work-life balance and provide guidance.
• Share and discuss articles, books, or other resources on professional development.
• Attend a public speaking or presentation skills workshop together.
• Role-play difficult conversations or negotiations.
• Create and practice a scenario planning exercise.
• Conduct a 360-degree feedback session.
• Provide guidance on networking and building professional relationships.
• Discuss and review the mentee’s leadership skills and provide feedback.
• Develop and practice time management and organizational skills.
• Explore and discuss potential career paths and opportunities .
• Provide guidance on how to prepare for and succeed in job interviews.
• Conduct a mock job interview and provide feedback.
• Develop and practice problem-solving and critical thinking skills.
• Discuss and review the mentee’s work-related stress and provide support.
• Provide guidance on how to advance in the mentee’s career and achieve their goals.

You’re halfway there! 

• Provide guidance on how to negotiate salary and benefits.
• Share your own career experiences and lessons learned.
• Discuss and review the mentee’s work-related challenges and provide support and guidance.
• Attend a leadership development program or seminar together.
• Discuss and review the mentee’s personal brand and provide guidance on how to develop and promote it.
• Share your own professional network and connections with the mentee.
• Discuss and review the mentee’s professional goals and aspirations, and provide support and guidance.
• Attend a team-building or collaboration workshop together.
• Discuss and review the mentee’s communication skills and provide feedback.
• Provide guidance on how to manage and develop a team.
• Share your own experiences and lessons learned from failure and setbacks.
• Attend a negotiation skills training program together.
• Discuss and review the mentee’s career plan and provide guidance and support.
• Provide guidance on how to develop and maintain a professional online presence.
• Share your own experiences and lessons learned from success and achievements.
• Discuss and review the mentee’s leadership skills and provide feedback and support.
• Provide guidance on how to manage and navigate workplace politics.
• Share your own experiences and lessons learned from mentoring others.

And just five more:

• Discuss and review the mentee’s work-related goals and provide support and guidance.
• Provide guidance on how to develop and maintain a professional network.
• Share your own experiences and lessons learned from challenges and adversity.
• Discuss and review the mentee’s personal and professional values, and provide guidance on how to align their actions with those values.
• Provide guidance on how to manage and overcome impostor syndrome.

Inspired to start your own mentoring program?

These ideas should provide some inspiration for your participants’ next mentorship activity. But if you feel overwhelmed, our team of professionals can help. Mentorloop mentoring software can help you build a top-notch mentoring program! Just book a call with our team to learn more about how the Mentorloop platform can bring a culture of mentoring to your organization. 

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We Made a List of Mentorship Activities To Try With Your Mentee

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Helpful summary

• Overview: In this MentorCruise article, we'll cover various mentorship activities that can help mentors tailor their programs and better support their mentees toward achieving their goals. 
• Why you can trust us: Success stories, like Daniel Carlman 's career pivot with mentor Farzad's guidance in mastering React, show how our platform has helped facilitate meaningful mentorships.
• Why this is important: Tailored mentorship activities can greatly enhance mentees' learning experiences. Mentors must confidently guide their mentees through the learning process.
• Action Points: We encourage mentors seeking to enhance their mentoring programs and offer improved learning experiences to explore different mentoring activities. This way, they can discover what works best for their mentees.
• Further Research: We recommend staying up to date with the latest mentoring trends and activities, as they can offer a clear path to help your mentees succeed in their professional journey.

Need help discovering effective mentorship activities?

Having someone on your side, offering guidance and support, can have a big impact on your skill development and your attitude towards work. A recent CNBC study shows that a startling 91% of employees with mentors are not only comfortable with their careers, but more than half of them are "very satisfied."

Mentorcruise recognizes the value of these mentoring activities. We connect professionals seeking guidance with experienced mentors who are knowledgeable and ready to help others. Our platform is focused on developing these connections.

In this article, we'll go over mentorship activities that can help drive the success of your mentorship program. 

Why listen to us?

MentorCruise has matched thousands of mentors with mentees to help them accelerate their development. From workshops to skill-building tasks, we've facilitated a range of mentorship activities that foster personal and professional growth.

Our mentors, like Farzad Yousefzadeh and Sandrina Pereira ,, have proven invaluable in these journeys. By participating in diverse mentorship activities, their mentees have gained insights, built networks, and achieved their career objectives, showcasing the effectiveness of our approach.

What are mentorship activities?

Mentorship activities are different ways mentors and mentees interact to help the mentee grow personally and professionally. They can be as simple as grabbing coffee or as structured as a workshop. The main aim? To create a bond and share your knowledge and experience to the mentee’s benefit.

Among these activities are regular meetings, skill-building tasks, and performance reviews. Whether it's a chat or formal training, mentorship activities are all about helping mentees progress and reach their career goals .

Why are mentorship activities important?

Boosting confidence.

Mentees appreciate having a mentor who believes in their abilities. Through consistent feedback, encouragement, and support, mentees can cultivate the belief they need to follow through on their goals.

You’ll see the results in several aspects of life, from interviews and public speaking to tackling new projects.

For instance, Kyle wanted to brush up on his foundational software engineering skills and land a new job. Initially, his confidence took a hit when he faced multiple challenges and rejections from his technical interviews. However, things changed when he connected with Hossam.

Hossam provided Kyle with expert feedback and strategies on how to improve both his coding and communication skills. With his support, Kyle restored his self-confidence and secured a role as a software engineer, where he now collaborates effectively with colleagues and senior engineers.

Goal setting and accountability

Setting clear, achievable goals is a key element of personal and professional development. As a mentor, you can help your mentees identify realistic objectives and develop a plan to reach them. Additionally, mentors hold their mentees accountable, providing that extra push they might need to stay on track and make consistent progress toward their goals.

Gaining new perspectives

One of the most valuable aspects of mentorship is the ability to gain different insights and perspectives from industry leaders or experts. Imagine how much you would benefit from this advice if you were starting out.

You can share experiences, lessons learned, and different ways of thinking, which can help your mentees approach challenges and opportunities in new, more effective ways.

Things to keep in mind when choosing a mentorship activity

Goals and objectives.

Understand what your mentee aims to achieve through the mentorship. Whether it’s improving specific skills, gaining knowledge in certain areas, or developing professionally, the activities chosen should directly contribute to these goals.

Adapt to different learning styles

Take into account the current skill level and preferred learning style of your mentee. Some may benefit more from hands-on experiences, while others might prefer reading, research, or one-on-one discussions. Tailoring mentorship activities to fit these preferences can improve learning and engagement.

Let’s take a look at Ryan Wilson ’s experience with Jordi Scharloo as an example. Ryan wanted to switch careers into ethical hacking and cybersecurity after his retirement—which is why he connected with Jordi, a mentor with over several years of experience in the field. 

At first, they handled their daily tasks over the phone, including setting goals and providing project feedback. However, Ryan wasn't comfortable learning and getting feedback via phone calls. Recognizing this, Jordi changed their communication method to Skype chats, which Ryan preferred. This adjustment significantly accelerated Ryan's growth, allowing him to achieve his goal in just three months.

Give them a dose of reality

Choose activities that offer practical, real-world application of skills and knowledge. This could involve working on live projects, shadowing you or another professional, or attending industry events. Applying what they learn in real situations can help mentees better understand the material and its relevance to their goals.

Here are some effective mentorship activities you can try

Career planning.

Career planning with a mentee involves detailed discussions about their professional goals and how to reach them. This includes improving their resume, focusing on their job search, and practicing interviews. For those seeking tech positions, a mentor can guide their mentees in relevant technical skills, particularly those that would benefit their project portfolio.

Skill development

Skill development activities are customized to fit the mentee's industry and personal growth objectives. In the tech field, this could include coding workshops for learning new languages or frameworks. For those aspiring for leadership positions, it might involve role-playing exercises to enhance communication and management skills. These sessions provide mentees with a supportive environment to practice and receive helpful feedback promptly.

Take Daniel Carlman , for instance, who found himself pivoting his career by 180 degrees during his country's severe recession. Transitioning into the tech field, he faced the challenge of quickly mastering React, which led him to overlook crucial steps. 

However, with the mentorship of Farzad from MentorCruise, Daniel not only grasped the basics but also developed a strong understanding of JavaScript's foundational skills.

Direct skill application

As a mentor, you can provide opportunities for your mentees to apply new skills directly in a real-world context. For example, you might oversee a small project or task that allows your mentees to practice what they’ve learned. This could be writing a piece of software code in a developer scenario, crafting a marketing plan if they’re in business, or even conducting a sample analysis in a scientific field. The key is to have a hands-on experience where the mentor can give immediate feedback.

Consider Clara 's journey as an example. Eager to secure a full-time developer role, Clara recognized the limitations of self-teaching and boot camps in honing her skills. She sought personalized attention and guidance to refine her abilities through tailored mentorship and coding exercises. 

This is where Sandrina Pereira stepped in as her mentor. Sandrina crafted customized coding challenges aligned with Clara's objectives, such as replicating designs from Dribble. Moreover, she provided Clara with regular code walkthroughs on platforms like Loom and had extensive discussions with her on GitHub threads.

With Sandrina's implementation of a tight feedback loop and real-world conditions, Clara's resilience and skills were built up, empowering her to pursue opportunities in front-end engineering roles.

Project feedback

Project feedback is vital for learning and growth. Whether they’re working on a business plan, software development, or marketing campaign, your experienced perspective can offer clarity. You can be the voice of reason when the mentee feels stressed.

Jimmy Jaspers , CEO of Vincitori , was able to quickly scale his startup through the expert guidance of more than a dozen mentors on MentorCruise. Aside from providing effective mentorship in the areas of growth, engineering, finance, leadership, and strategy, mentors also helped Jimmy keep his head straight on how to consistently build his business through actionable advice and project feedback. 

Role-playing and scenario planning

Role-playing activities and scenario planning are interactive methods to prepare your mentees for real-world professional scenarios like negotiating job offers or resolving conflicts. These exercises improve strategic thinking and can bolster confidence in managing complex conversations and decisions.

Sharing personal career stories

As a mentor, you can share your career experiences to provide valuable lessons and insights. Your mistakes and successes can become valuable lessons for your mentees.

This humanizes the mentorship, making your advice relatable and offering practical examples for navigating the professional world. Whether it's a story about a career move or handling workplace conflicts, your narratives serve as valuable learning tools.

Discussing goal-related news or events

Offering your perspective on recent news and developments can be an extremely insightful experience for a mentee. Let them know how these changes may impact their career goals. This keeps your mentees informed and strategically aligned with industry trends.

Looking to become a mentor?

Building a rewarding career often hinges on the relationships we nurture. As highlighted, mentoring significantly impacts job satisfaction and career progress . Through mentorship activities, both mentors and mentees grow together. Mentors share their wisdom, while mentees absorb and apply it to shape their careers.

If you're ready to take the next step in your mentorship journey, consider exploring Mentorcruise .

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10+ Examples of successful mentoring programs

What separates a successful mentoring program from those that fizzle out? Here are over a dozen real-world examples of successful mentoring programs to inspire your own.

Matthew Reeves

CEO of Together

Published on 

September 21, 2022

Updated on 

May 28, 2024

Time to Read

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At Together, we build software to help every employee find and learn from peers, mentors, or experts at their company. 

We’ve powered employee connections at companies with hundreds and thousands of employees. Manually pairing employees takes too long, so they use our pairing algorithm to quickly match mentors and mentees, ensuring every employee has someone to learn from. 

We’ll walk you through 9 examples of companies that have run mentoring programs using our software and list some notable programs we’ve seen from leading companies. Plus, we’ll give you a quick look at how you could build your workplace mentoring program .

Psst…Already have a mentoring program? Calculate The ROI of Mentorship

1. Randstad’s leadership development mentoring program

• Company : Randstad  
• Industry : Recruitment 
• Size of the program : 300+
• Type of programs : 1-on-1, Peer-to-peer, Reverse 

Watch what Marina Illerhues, Partnership Manager at Randstad has to say about Together: How Randstad got started with Mentorship

Streamlining mentorship: How Randstad scaled their mentoring initiatives 

Randstad , a multinational human resource consulting firm, initially used manual methods to match mentors and mentees, requiring HR managers to spend hours comparing employee profiles. As they scaled their program, this approach became unsustainable.

Randstad chose Together’s platform to expand mentoring opportunities without increasing the workload for program administrators. With our platform, they have run various mentoring programs across different areas of their organization.

One of their key programs is #ReloadYourStrengths, which develops employees’ leadership skills by pairing them with senior employees. This program is based on Randstad’s leadership framework, focusing on:

• Building strong relationships.
• Securing and developing resources.
• Leading change amid ambiguity.
• Driving vision and purpose to motivate others.

Another notable program is the Insider Program, which integrates mentoring into the onboarding process . New hires are paired with mentors before their first day, helping them get up to speed quickly.

How mentors and mentees feel about mentorship at Randstad

"Feedback from my mentee is very positive. We've spoken about her long-term goals and how her current role at Randstad feeds into them. She's very receptive and great at being vulnerable in our sessions."

"Another great conversation with my mentee today. She is reaping the rewards of her hard work in placements from the last 60-90 days, which is very encouraging for her. She is going through some personal issues but is strongly focusing on work, and I encouraged her to continue to lean into that during this time."

"Great discussion on continuing to expand my internal and external network."

"My mentor has truly challenged me as a professional. She has provided an in-depth analysis of my situation and offered alternative ways of thinking and approaching each challenge carefully. She gives her time freely and openly, including outside our formal mentoring sessions. I could not have received a better mentor!"

Randstad’s results: 49% lower turnover and new initiatives

Randstad has discovered that successful mentoring programs must be integrated into business processes. They emphasized mentoring as a key component of their onboarding and leadership development efforts, aiming for nearly every Randstad employee to participate in mentorship at some point in their career.

The results have been impressive. Employees who participated in their mentoring programs were 49% less likely to leave the company. This helped Randstad build a skilled workforce, reduce turnover, and save money.

In the past two years, Randstad has launched several new mentorship programs, including a veterans program, a reverse mentoring program, and a language learning program.

Read the Randstad case study: Skyrocketing retention rates by connecting employees with mentors

2. Avison Young’s mentorship program for women

• Company : Avison Young  
• Industry : Commercial real estate
• Size of program : 500+
• Type of program : 1-on-1, groups

See what Joan Skelton, Global Director, Diversity & Inclusion at Avison Young has to say:

Improving diversity and inclusivity in leadership roles

Avison Young , a Canadian commercial real estate firm, launched a workplace mentoring program to improve diversity and inclusivity, particularly in leadership roles. Their focus was on advancing women into senior positions.

The program connected seasoned employees and organizational leaders with members of various employee resource groups (ERGs) , which supported women and other underrepresented groups. Mentorship provided these women with the guidance needed for leadership roles.

While participation was limited to specific ERGs, such as the Black Professionals Resource Group and LGBTQ+, mentors came from different areas of the company. Avison Young's program highlights how mentoring within ERGs can create a more equitable workplace.

Check out the kind of results Avison Young saw with Together: Mentorship - Results and Impact for Employees

Feedback from mentors and mentees 

"My mentor is awesome. She gives me little nuggets that are priceless and relevant to my current responsibilities."

"I am thoroughly enjoying my time with my mentee. We share similar challenges and concerns and work through our experiences and thoughts."

Future mentoring programs at Avision Young

Avison Young plans to expand its mentoring programs in the future. They’re testing mentoring groups to increase collaboration and knowledge sharing. The new program will focus on helping women in leadership positions and giving them the tools they need to succeed.

This is an exciting development for Avison Young, which continues to be a leader in diversity and inclusion initiatives. The new mentorship program will help more women reach their potential and create a more diverse and equitable workplace.

Read the Avison Young case study: Strengthening diversity and inclusion by connecting ERG members with relevant mentors

3. New York Life’s Empower Mentorship Program

• Company: New York Life
• Industry: Insurance
• Size of program: 500+
• Type of program: 1-on-1

Connecting ERGs with senior leadership: The Empower Program

New York Life (NYL) created the Empower Program to connect members of the organization’s ERGs with senior leadership . This nine-month workplace mentoring program paired members of specific employee resource groups with mentors from other ERGs. To date, they have conducted over five Empower Mentoring Programs.

Using Together’s mentoring platform, NYL leveraged pairing features and mentorship resources to achieve their goals, which included:

• Guiding and supporting mentees to reach their goals through mentor expertise.
• Encouraging mentors to share their professional journeys and career progress.
• Cultivating connections among employees from different parts of the organization.
• Facilitating peer learning.
• Enabling mentors to refine their coaching skills and provide meaningful learning experiences.

Feedback from mentors and mentees

"Another great touch-base with my mentor. I found our time spent informally catching up and then diving into a situational discussion on conflict resolution really helpful in better understanding how to use leadership skills to drive more effective influence."

"The sessions with my mentee went extremely well. She had particular work issues to deal with and through brainstorming and action planning in our sessions, she was able to work through the issues."

Impact of New York Life’s Empowerment Programs: 53% diverse pairings

The results of their efforts demonstrate how any organization can start and succeed at building a diversity and inclusion mentorship program . 53% of all the pairings in their workplace mentoring program included matches where both participants shared a diverse background. Doing this allowed for a stronger bond between mentors and mentees as they could share common experiences in the workplace. 

The program also gave leaders a fresh perspective and ERG members opportunities as it opened up conversations with more junior employees with diverse backgrounds. NYL has also set out to experiment with creating mentoring programs for specific groups of employees like managers, connecting different managers from different offices for knowledge sharing.

4. Cooley’s mentorship program sets up new associates for success

• Company: Cooley Law  
• Industry: Law
• Type of program: 1-on-1, groups

Accelerating onboarding: Cooley’s CAMP program

Cooley, a global law firm with over 1,500 lawyers, designed the Cooley Academy Mentoring Program (CAMP) to onboard new attorneys and prepare them quickly for their roles. By connecting new hires with experienced colleagues, the program provided a robust support system, helping new employees become competent in their roles faster.

As part of the experience, Cooley introduced the “Cooley Mentoring Competition” to strengthen existing mentoring relationships and build new connections among colleagues in a fun and engaging way.

Cooley’s approach demonstrates that incorporating creativity and friendly competition into mentoring programs can significantly boost employee engagement and enjoyment.

Feedback from participants

“We are both new. It's a good fit in the sense that we are both feeling out our space within the firm although from very different perspectives!”

"It was great to meet my mentee and be her mentor for the summer program. She is eager to learn to try new things. She is passionate about connecting with new people and trying out different assignments." 

Future of mentorship at Cooley: New programs and experiments with group mentoring

Cooley is launching a number of programs for interns and new hires, as well as experimenting with group programs. 

Mentoring is becoming a core part of their training , with a program for each office. This is part of their larger effort to build a mentoring culture within the company.

Read how Cooley set up their mentoring program with Together  

5. King Games supports diversity in the workplace

• Company : King Games (a division of Activision)
• Industry : Video games
• Size of program: 200+

Empowering diversity: King's Kicking Glass Program

King Games, renowned in the mobile video game industry for hits like Candy Crush, recognized the need to boost internal inclusivity to stay competitive and creative. To reflect the diversity of their gaming audience, King launched an initiative to support female and non-binary employees.

Members of the employee resource group Women@King expressed concerns about a lack of confidence and access to opportunities. In response, King created the Kicking Glass mentoring program for female and non-binary employees.

With the help of Together’s mentoring software, King matched over 250 employees with mentors to foster inclusivity and support. This mentoring initiative helped break down barriers and promote a culture of belonging.

“My mentor taught me a lot about confidence, how to plan for the future and organize my thoughts. Very happy to have been paired with her!”

“I really enjoy mentoring my mentee. She is a very smart and eloquent person who has fantastic skills and is a real asset to King.”

Expanding mentorship at King: 250+ employees empowered

The Kicking Glass program at King continues to grow, expanding to include new employees and fostering inclusivity. Alongside this, King is developing high-potential leadership programs to further support career advancement.

The success of the Kicking Glass program, with participants rating it 3.9 out of 4, demonstrates King’s commitment to supporting employees and helping them reach their full potential. These initiatives will help ensure that King remains a top employer for years to come.

Read how King Games is building a more diverse and inclusive organization through mentorship

6. Cruise Accelerates Engineer Training for Future Transportation

• Company: Cruise Automation  
• Industry: Self-driving cars
• Size of program: 300+

Upskilling for engineers: Cruise’s mentorship program

Cruise Automation, a leader in developing self-driving vehicles, recognizes the need for its engineers to stay on the cutting edge of technology. To achieve this, mentorship is a key component of their strategy.

Using Together’s platform, Cruise is scaling its mentoring program to include over 1,000 engineers. Initially, they ran a pilot program aiming to engage 200 engineers but exceeded expectations by recruiting nearly 300 participants.

Managing hundreds of mentoring pairs is challenging, and ensuring high-quality matches is another reason Cruise relies on Together’s mentoring software. This program is crucial for keeping the team updated on automated driving technology and helping new hires understand the intricacies of the creation process.

For Cruise, starting a mentorship program to support upskilling among employees is critical for success in the rapidly evolving field of self-driving technology.

“It was fun to learn how my mentor got to where he is. I am particularly interested in "career switching," so anyone with this experience would have been a better fit, but I am still enjoying getting to know Joseph and see where this could go.“

“My mentor is a very experienced senior manager who understands the pain point of an IC and gives really constructive advice.”

“I'm letting my mentee drive the topics with what is top of mind for him. He is engaged and taking action based on what we discussed, so I think our mentoring relationship is working well.”

Future of mentorship at Cruise

As Cruise continues to grow, they are committed to expanding and improving their engineering mentorship program . This initiative is designed to help engineers develop their skills and knowledge, ensuring they are well-prepared for the future.

Read how Cruise is accelerating employee learning and development through mentorship

7. The Forum’s Mentorship Program empowers female entrepreneurs

• Company: The Forum
• Industry: Entrepreneurship incubator
• Size of program: 900+ ‍

Scaling mentorship for female entrepreneurs

The Forum, a Canadian non-profit organization, aims to help female entrepreneurs connect with resources and the community to thrive in business. One of their key initiatives is connecting members with mentorship opportunities .

Over the past 20 years, The Forum has connected over 2,000 women with career-changing mentoring experiences. To expand and offer tailored mentorship to more female entrepreneurs, they needed to automate the matching process. 

Discovering Together’s mentoring platform allowed them to grow their program to four times its original size. The software expedited the matching process and provided an easy way to monitor pairings, enabling meaningful mentorships for more entrepreneurs.

Feedback from entrepreneurs

"I really enjoyed getting to know my mentor. She has a ton of great experience and skills to offer. We plan to meet again."

"My mentor is amazing and actively invested in my journey. She gives insightful feedback, encouragement, and insights and is my best mentor to date. I feel more confident in achieving my milestones ahead with her in my corner, and I am grateful to have been paired with her."

"Great session. We discussed how to implement a social media strategy and the mental blocks behind sharing more with the world."

Future of mentorship at The Forum

The Forum has partnered with Scotiabank to deliver a series of mentorship events aimed at helping early-stage and women entrepreneurs elevate their businesses. With Scotiabank’s support, The Forum will help more women entrepreneurs access mentorship, resources, and community needs, gaining first-hand insight from experienced business owners.

The Forum exemplifies how leveraging technology can scale a mentoring program, fostering professional growth and development opportunities for female entrepreneurs.

See how The Forum is using Together's mentoring platform to scale mentorship while minimizing administrative workload

8. UNT's Mentoring Evolution with Together

• Company : University of North Texas (UNT)
• Industry : Education
• Size of Program : 1,000+
• Type of Program : 1-on-1

Making UNT’s mentoring more effective and efficient

The University of North Texas (UNT) has a long-standing tradition of mentoring through its Professional Leadership Program, which has been a cornerstone in developing participants' skills since 1994. As the program matured, the need for a more advanced and efficient mentoring platform became clear, leading UNT to seek a new solution.

The challenge

UNT's previous mentoring software presented significant challenges and failed to meet the needs of the program. 

Jose Grimaldo, UNT’s program administrator, highlighted the issues, stating, "The previous vendor had a platform that was very, very clunky, and not user friendly." The situation necessitated an excessive hands-on approach, where most of the software development and programming had to be managed internally. Grimaldo noted, "We almost had to do most of the development and programming ourselves, which created a bottleneck."

The continuous challenges made any upgrades or training extremely cumbersome. Grimaldo shared, "There were various challenges throughout using the system, and just trying to go through any type of upgrades or tutorials became very, very cumbersome as well." This led to considerable stress within the office, as he recalled, "Eventually, we were all stressed out in the office because we needed real-time solutions and they weren't able to provide it."

The solution

The introduction of Together's mentoring software was a turning point for UNT. Grimaldo expressed, "We were very, very pleased with the transition [to Together]." 

The platform not only transitioned UNT’s program effectively but did so in a remarkably short timeframe. "Together was able to get our program transitioned in just a couple of weeks," Grimaldo noted.

The support and assurance provided by Together’s team were also notable. Grimaldo mentioned, "Together gave us a lot of comfort and confidence. Your team was a welcomed relief." He further added, "Support from Together has been very positive, and non-stop."

"The program exceeded my expectations. It was an amazing experience that significantly enhanced various soft skills crucial for personal and professional development. Notably, I found a lifelong mentor who has been instrumental in providing guidance and support. The program has been a transformative journey, leaving a lasting positive impact on my skill set and networking opportunities."

"Going through the program, I have developed confidence, communication, and networking skills, which are very helpful for my career."

"My communication skills have improved by talking with my mentor."

"Participating in the program has been transformative for me, significantly enhancing my confidence, public speaking abilities, teamwork, and leadership skills."

Impact + future of mentorship at UNT

The adoption of Together's software resulted in a significant improvement in the mentoring program's efficiency and effectiveness. The platform's user-friendly interface and improved matching algorithm have been instrumental in fostering more meaningful mentor-mentee relationships. The program has benefited from enhanced data analytics, facilitating continuous improvement and expansion.

Key Metrics:

• From mentors : 3.89/4
• From mentees : 3.98/4
• 95% of mentors
• 100% of mentees

UNT's experience with Together highlights the transformative impact of the right technological solution in mentoring programs. The shift not only resolved existing challenges but also improved the program's impact and future potential. Together's software has proven to be an invaluable asset for UNT, enhancing the mentoring experience and setting a benchmark for future educational collaborations.

Jose shared, "I'm glad to have our relationship with Together, and I'd encourage anyone to make the switch."

9. A Fortune 500 transforms enterprise-scale mentorship with tech

• Company : Fortune 500 Enterprise Organization
• Industry : Various
• Size of Program : Enterprise-wide, available to 100% of employees
• Type of Program : 1-on-1, Cohort, Evergreen

Centralizing the enterprise mentorship program

In a Fortune 500 enterprise organization, the Learning & Development (L&D) manager faced the challenge of revolutionizing an ineffective, manually-run mentorship program. Previously, mentorship programs were decentralized, managed by isolated departments, and handled through antiquated manual methods. This led to inconsistent participant experiences, excessive resource allocation, and a lack of actionable data.

The L&D manager and her team grappled with the scattered structure of the existing mentorship programs. Managing these programs manually was extremely time-consuming. The program lead remarked, "Our admins were overwhelmed. They had to individually approach employees for program recruitment and create numerous support resources."

The decentralized nature of these programs failed to address individual learning needs or promote cross-departmental interactions. The team explained, "Often, mentors and mentees were mismatched, not aligning with the mentees' needs or the mentors' skills."

Gathering useful analytics and insights was nearly impossible due to the absence of a centralized system. They shared, "We wouldn't know what was going on. There were no analytics."

In search of a solution, the team evaluated various vendors, including their existing HRIS system, SuccessFactors. Despite a pilot test and no additional cost, SuccessFactors did not satisfy their needs.

After thorough consideration, the organization chose Together's mentorship platform. The L&D manager enthused, "Together met all our needs and was the most cost-effective."

Impact + future of mentorship at the organization

Together's platform drastically improved the organization's mentorship program:

• Launched 4 new programs in 2 years
• Exceeded goals for mentor participation by 2x
• Achieved a high commitment from mentors (2.5 mentees per mentor on average)
• Scaled mentoring to be enterprise-wide, now available to 100% of employees

Participants reported significant value:

• From mentees : 3.94/4
• From mentors : 3.84/4
• 95% of mentees made progress toward mentoring goals
• 92% of mentors believe their skills were improved
• 97% of participants agree that mentoring is a good personal development goal

This success was largely due to Together’s structure, which aligned mentors and mentees based on their strengths and aspirations and encouraged interactions across business groups. The team shared that Together was instrumental in knowledge transfer across the organization, a key goal for the company.

The mentorship program has proven particularly crucial amid disruptions such as the pandemic and company-wide layoffs. The team lead shared, "Something like a mentoring program that you can literally connect with someone globally has been immensely helpful."

The team was thrilled to share that the program “essentially runs itself,” which has dramatically reduced the burden on their time.

Despite budget cuts in learning and development, the organization remains committed to the mentorship program, recognizing its growing importance. Plans include continued use of Together's platform and introducing a new program for summer interns.

The L&D manager concluded, "I would recommend Together to others... I don't see us using a different company because it's working so fantastically."

Other examples of successful mentoring programs

We've looked at 9 examples of successful mentoring programs that are powered by Together. But there are other notable companies with internal employee programs worth emulating.

This Chicago-based organization-wide mentoring program offers employees the chance to improve their leadership skills and further build their careers in the industry. Boeing has clearly defined practices for participants in its mentoring program. They offer orientation sessions to get started, which helps those involved know the skills they need to succeed.  

Within Boeing, there are different types of mentorships available. Their Rotational Program helps new employees define a plan for their career in business, engineering, HR or IT sections. They also have a 1-to-1 Learning Program that is focused on peer mentoring opportunities. 

Boeing offers special mentorship training for potential leaders. 

In the Boeing Leadership Center, these budding employees are partnered with senior leaders in the company to develop the skills they will need to take on the leadership challenges. In addition to these programs, Boeing also offers interns and co-op students the opportunity to learn by being part of operations at the company.  

Caterpillar workplace development program and ERGs 

Also based in Illinois, Forbes recently named Caterpillar one of America's Best Employers. Unlike other companies, Caterpillar's mentoring program is one of the more in-depth. The mentorship program at Caterpillar is a longer one than at many other companies. 

Younger employees are paired up with more senior members of the company for two or three years. During this time the focus in on specific skills the mentees need to succeed in their field. But because of the length of the mentorship, most mentees also develop leadership skills.  

The company also has Employee Resource Groups, which provide peer support and mentorship opportunities. The groups were developed to help promote diversity and inclusivity in the organization. For engineers who are not currently working in the industry, Caterpillar gives them a foot in the door through their Returning Professional Developments Program. This is a four-month mentorship that guides the employee back into the workforce.

McGraw-Hill

The education publication giant, based in New York City, has offices in 38 countries, which provides interesting opportunities for mentorships. The company undertook a comprehensive planning and strategy approach to its mentoring program development. 

A case study on the process shows that most employees are well-served by the program. Ninety-seven percent of participants said they would recommend the program. A further 73 percent noted they had gained more confidence as a result of the mentorship. Moreover, 80 percent had achieved their mentoring objectives defined at the beginning of the program. 

Bain and Company 

The Boston-based management consultant company ensures that each of its consultants has a mentor. In their workplace mentoring program, the focus is on professional development. However, they also try and ensure a diverse workforce. According to one article, the company has been able to double the number of women on their leadership team. 

General Electric 

Also based in Boston, GE has been promoting reverse mentoring for about 20 years. This type of mentoring program has the younger employees guiding the more senior employees in skill development. One of the main benefits of this style of mentorship is that senior workers with the company can keep their technology skills sharp. It also helps attract and keep younger employees. However, the company also engages in more traditional forms of mentoring through its GE global leadership institute. At this location, senior members of the company spend time coaching and mentoring participants from around the world. 

The California-based tech company has a variety of mentoring programs to help employees. These include formal programs related to specializations, group opportunities and other more informal mentorships that develop within the organization. Most of these mentorships focus on professional development. Mentees are given some guidance on developing their skills, goals and career path.

Test Prep’s Two-Way Mentorship

After the first mentoring program flopped, Test Prep stumbled on: 2-way mentorship in which a more senior and experienced employee mentors a junior employee. 

However, the mentoring framework worked more like a buddy system—where the two parties benefit from the relationship. The senior employee mentors the junior on professional development and goal setting and offers career-related advice and guidance—the junior, in return, mentors the senior on the latest tech trends, etc.

Fragrance uses its high-potential mentoring program to build employees with some potential for leadership positions in advance . A mentee is paired with a senior leader with a project-based task to accomplish.

The program was so effective that one mentee garnered so much that she got promoted to the company's new social media manager—and she's also the brain behind the company's marketing strategy. 

Sporting Smiles

They designed a mentoring program to help new hires connect with workplace veterans . Mentees are paired with mentors outside their department but with the same job classification. The mentors share their knowledge, experiences, and resources with their mentees, which helps them grow in their field. The program provides mentors with a checklist that helps them facilitate the mentorship.

Mentees claimed the program has helped build solid relationships with employees in other departments.

Flycast Media

A local Premier League football club ran the program  Building confidence in the Youth in partnership with the local government to help young people who had been unemployed for over 18 months. 

They learned how to write CVs and how to prepare for job interviews. Those without skills were also taught how to start their own digital business. 

Over 35% of all candidates found jobs within the next six months. One candidate even started a digital agency.

Best practices to build a successful mentoring program

Successful mentoring programs contribute significantly to employee growth and long-term success. High-potential employees seek opportunities for development, mentorship, and career advancement. Implementing a structured mentoring program can help retain these employees by meeting their needs.

Based on the successful mentoring programs we've explored, here are some key practices to keep in mind when building your own:

• Define clear objectives : Clearly outline the goals of your mentoring program, whether it's improving diversity and inclusion, accelerating onboarding, developing leadership skills, or fostering cross-departmental collaboration.
• Leverage technology : Use mentoring software like Together to streamline the matching process, monitor pairings, and gather actionable data. This will save time and resources while enabling you to scale your program effectively.
• Encourage diverse pairings : Connect mentors and mentees across different departments, levels, and backgrounds to promote knowledge sharing, fresh perspectives, and a more inclusive workplace culture.
• Provide structure and support : Offer orientation sessions, training, and resources to help participants understand their roles and develop the skills they need to succeed. Consider providing checklists or guidelines to facilitate productive mentoring relationships.
• Experiment with different formats : In addition to traditional one-on-one mentoring, try peer mentoring, reverse mentoring, group mentoring, or project-based programs to cater to various learning needs and preferences.
• Gather feedback and measure impact : Regularly collect feedback from mentors and mentees to assess satisfaction, progress towards goals, and areas for improvement. Track key metrics like participation rates, retention, and skill development to demonstrate the value of your program.

Choosing the right format for your mentoring program

There are many different ways to design your mentoring programs in the workplace, including:

• Traditional 1-on-1 : A more experienced mentor is paired with a junior employee in this mentorship. The focus is often on helping the mentee set and reach professional goals. 
• Remote mentorship : Ideal to keep employees who work from home connected . Remote mentorship can effectively design a workplace mentoring program to connect mentors and mentees from a distance. 
• Group mentoring : Sometimes, initiating a mentoring group session is the most effective way to help employees learn a new skill or create connections. It can also be used in the onboarding process. 
• Peer learning : Your employees have a lot to learn from each other and teach their peers . Staff working in the same department or at the same level will better understand their challenges. This mentorship style can build bonds among your employees and be used as a skill learning or onboarding experience. 
• Reverse mentoring : There are times when new and younger employees have something they could teach senior leaders or executives. That is where reverse mentoring comes into play. Using the remote mentoring style, most workplace mentorships focus on skill development, particularly technology. Your younger employees are usually more knowledgeable about new technologies, so they can help more senior employees understand them. Reverse mentorship is also used as a toolkit for diversity . It gives underrepresented employees face time with leaders to give them a new perspective.
• Employee resource groups : Creating an inclusive and diverse workplace requires some effort from employers. Encouraging employees from diverse backgrounds to create ERGs can lead to informal or even formal mentoring opportunities. 
• Flash mentoring : Not all mentees need months of mentorship to gain the knowledge they want. Flash mentoring is a good way to pass along information or wisdom fast. It's best used with participants who don't have a lot of time to commit or mentees who have very specific questions that can be answered quickly. 

Invest in mentorship to retain top talent and grow the company’s bottom line (+ free eBook)

Ask any leader what kind of employees they want to build their companies, and they'll list qualities like ambition, creativity, collaboration, empathy, and the capacity to innovate.

But high potential employees that possess these qualities also want things from their positions. They want opportunities to grow and develop; they want people to invest in them, expand their networks and open new doors for their careers. Essentially, they want mentors for each stage of their employee life cycle and journey toward a fulfilling and successful career.

As you build your mentoring program , keep our best practices in mind. We've seen many companies build and scale successful mentoring initiatives. 

If you want to take some materials with you, we've packaged up tons of key insights and tips in this eBook with our best practices. ‍

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ASC Administrator Development Program: Mentor Information

Spring virtual class (march 2024–february 2025).

Application Period: January 15–31, 2024

Notification of Acceptance: February 15, 2024

Applications are no longer being accepted for the spring 2024-2025 virtual clas .

Applications are currently being accepted for the spring 2024-2025 virtual class .

Applications must be completed and submitted with a resume/CV. Applications submitted without a resume/CV or past the deadline above will not be considered for the spring 2024-2025 virtual class.

Applicants will be notified by  February 15, 2024 , if they have been accepted into the program.

Mentor Qualifications

To qualify for participation in the program, applicants must be currently employed as an administrator in an ASC and have at least five years of experience in the administrator position. Additionally, applicants must have the ability to mentor at least one program mentee. Consultants and other service providers will not be considered for this program at this time.

Program Expectations

All mentors must agree to the following:

• Attend the Virtual Meet and Greet in March.
• Prior to the Virtual Meet and Greet, mentors should contact matched program mentee(s) to introduce themselves.
• Commit to monthly 60- to 75-minute check-ins via conference call with matched program mentee(s) to discuss the monthly assignment as well as the previous month’s assignment.* 
• Be available for additional conference calls and emails as needed when issues or questions arise throughout the month. Calls are not to exceed three per month for a combined total of 30 minutes.

*It is recommended for all check-in calls to be made via a video conferencing program, such as Zoom, Microsoft Teams, etc. Other as-needed calls can be done either by video or phone.

Mentee Obligations

Assignments.

Mentees will be expected to complete 11 assignments throughout the program year. Mentees will watch recorded content each month, then complete an assignment based on that content. The assignments will be provided to each mentor so that all mentees have the same assignments. Watching the recorded content plus completing the monthly assignment should take approximately 1–2 hours for the mentee to complete.

Mentor Benefits

Educational programs.

• Choice of complimentary registration to the ASCA 2024 Conference & Expo or a $500 VISA gift card

Publications

A complimentary digital copy of the following publications:

• Finance & Accounting for ASCs
• Benchmarking Basics for ASCs
• HIPAA Workbook for ASCs

Additional Benefits

• Periodic check-ins with each mentee to gather feedback regarding the program
• Private community on   ASCA Connect   for all mentors and mentees to share information and collaborate

Cancellations

If an emergent situation occurs that doesn’t allow you to fulfill the requirements of a mentor, please notify Gina Throneberry at [email protected] as soon as possible so that alternate plans may be organized for program mentee(s) who are matched with you.

Terms & Conditions

This program was designed by ASCA in furtherance of its nonprofit and tax-exempt mission as an educational and management tool that provides introductory information about applying basic, well-accepted management concepts to ASCs. It is not intended to be a comprehensive resource and, therefore, should not be used as the sole source of information in developing a management system for an ASC. No representations or warranties are made concerning the application of the advice and opinions presented. The information should not be considered to be and does not constitute legal advice or opinion. Specific factual situations should be discussed with legal counsel. Further, ASCA does not endorse or recommend any specific presenter, promoter, company or center, or any views mentioned at any conference, meeting, conversations or in the materials. Under no circumstances will ASCA (or its directors, officers, employees or agents) be liable for the accuracy, quality or reliability of any of the presentations or information, or any defamatory, offensive or illegal conduct of presenters, including but not limited to intellectual property infringement, or any direct, indirect, incidental, special or consequential damages arising from any presentations or materials.

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For first-year architecture students, an assignment of consequence.

For decades, the Jim Vlock First Year Building Project has offered students at the Yale School of Architecture the opportunity to design and build a house in New Haven, creating badly needed homes for individuals and families who would otherwise struggle to afford one.

The project recently launched a multi-year partnership with the Friends Center for Children, an early-childhood care and education in New Haven, offering to design and build five adjacent houses for two of the center’s educators and their families by 2027. The partnership is part of the Friends Center’s Teacher Housing Initiative, which addresses both the crisis in childcare and affordable housing by providing 20% of the center’s educators with rent-free homes, substantially increasing their take-home pay.

Last year, Yale students designed and built the first duplex dwelling, in the Fair Haven Heights neighborhood of New Haven. In this video, we follow the Yale students throughout the year-long process, from the first site visits, through design and construction, and ultimately to the celebration of the newly completed home.

View Slideshow 9 Photos

The project, a key facet of the curriculum in the school’s professional architecture degree program, was established in 1967 when the late Charles Moore, who directed Yale’s Department of Architecture from 1965 to 1971, sought to address students’ desire to pursue architecture committed to social action. The first-of-its-kind program is now emulated by many other architecture schools.

In its early years, students traveled to sites in Appalachia to build community centers and medical facilities. Since 1989, when the project switched its focus to building affordable housing in New Haven, first-year students have designed and built more than 50 homes in the city’s economically challenged neighborhoods.

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