Retention has become the cause célèbre for many organizations. With a particular focus on the younger generation, ideas abound on how to create a working environment that is welcoming, engaging and supportive. An engaged staff is a satisfied one, after all.
But now the question becomes: how best to achieve those goals.
Some are looking to mentorship for answers. Helping one’s staff develop skills and acquire knowledge will help move them into leadership roles, develop long-term engagements and take a good swipe at succession issues in the process. That’s the theory, anyway. But while informal mentorship opportunities are prevalent, the number of organizations implementing formal, in-house mentorship programs is difficult to estimate and they are admittedly hard to find. Thankfully some were willing to share their experiences running — and developing — formalized programs.
Holistic vision
Ann Clancy, national director of human resources at the Canadian Red Cross, is in the process of building a national mentoring program. “We’re looking at an overall learning and development strategy for the organization,” she says, explaining what prompted the project. And while she wasn’t formally asked to set one up, Clancy says the project came about after hearing anecdotally from younger staff, for whom mentorship plays an important role.
She says it’s seen as a part of career planning. “Mentorship can impact career advancement; it opens up doors.” It provides a different way of learning as well as opportunities for people to connect. It also helps with career transition. Those coming to the sector later in life can sometimes face difficulties making the change, too, whether adapting to a different culture, values or working with volunteers. Matching these staff members with a mentor can prove really beneficial, she says.
The Red Cross strategy is an holistic one, encompassing a range of learning and development areas, with mentoring seen as one of its key components. Succession and leadership development have a potential long-term impact. “We see it as one of the areas that can have benefits all on its own, but also something that will enhance learning done in other areas,” she says. “We know it can have real impact if it’s supporting formal training.”
Structuring the mentoring program
The current initiative is focused on employees, but volunteers are never far from their mind. As Clancy reiterates, “It’s a work in progress.” The framework, so far, foresees formalized training for both mentors and mentees to ensure everyone’s clear on expectations, roles and responsibilities. An evaluation process will be built-in right from the start. Among other factors, the project’s long and short-term impact on things like job satisfaction will be looked at closely.
Some questions they hope to answer include: are employees taking advantage of the program; are they taking more ownership of their own training and development; are they getting more opportunities in the organization; and what’s the impact on retention? “That’s a big one,” admits Clancy.
Other points still in discussion include time commitments, expectations and how to implement virtual engagement across the Red Cross’ national spectrum. As Clancy explains, “one of the benefits we see is connecting the organization, making it a little stronger.” Only time will tell. The pilot will be introduced first and Clancy hopes to have the program in place in the next 18-24 months.
A match that befits a mentee
They could perhaps look to the mentorship program at YWCA Vancouver for some best practices. “We recognized that we are a relatively flat organization with limited opportunities for employees to move up the ladder, but that many of our employees were looking for opportunities to develop their skills,” says human resources director, Michelle Sing. “We determined that a mentorship program would help staff learn what it’s like to be a leader and to seek advice on career paths and development opportunities related to his/her goals.”
As for outcomes, Sing is positive. “Mentees who’ve been through the program come away with a better understanding of how their careers can unfold and what they need to do to accomplish their goals,” she offers, adding, “they feel supported by YWCA Metro Vancouver and the program also helps us with retention and succession planning.”
The program was designed to be structured upfront, including obligatory meet and greet sessions and development of objectives and goals. But once formalities are out of the way, the YWCA leaves it up to the mentor/mentee to determine when and how they’d like to meet, among other details. That said, a meeting is required at least once a month and an evaluation at the end of six.
Each staff member has the opportunity to apply to the program, provided they have been with the organization for at least one year. The application is pretty straightforward: once mentees outline their objectives and the leadership skills they hope to develop, HR evaluates their application and determines an ideal match, with ideal being the key word. Many mentors are pooled internally, while others are leaders in the community with a connection to the organization.
Focus on fit is vital, echoes former mentee, Trina Isakson. The year was 2007 and Isakson was in her mid-20s and working as manager of special events at YWCA Vancouver. She was also completing an MBA and on the lookout for guidance. “I believed I needed to know the fundamentals of running organizations,” she says. “I wanted a mentor who I could learn from not only in the context of my job, but who I could talk to more on the level of management and leadership in general.” So, following organizational procedure, Isakson outlined her objectives and was matched with the CEO.
Tapping into resources
There are also times when pursuing the ideal match necessitates the use of external help. Communications director at Vantage Point, Lynda Gerty, recalls her first mentorship experience at her organization a few years back. She had just begun a new role in the membership department but, coming in with a sales background and lacking experience in membership and the sector, Gerty’s supervisor encouraged her to seek mentorship with an external volunteer expert.
It’s a common practice at Vantage Point, this unique mentorship program. It’s seen as a way to develop skills and knowledge while taking advantage of the incredible human capital they’re able to access. “As an organization, we are always engaging people in this capacity — to lend us their expertise in areas like human resources, communications, technology, curriculum development, evaluation, and on and on,” explains Gerty. “We often use the term knowledge philanthropist to talk about the kind of work these volunteers do.”
So Gerty advertised the opportunity on their volunteer site and got placed with her “membership mentor” immediately. The engagement was relatively structured, ensuring the two met once a month for a period of six months. “My expectations were to learn, develop my skills, and be able to perform my role with more confidence and knowledge,” Gerty explains. And so she did. “It was extremely valuable to have an external guide and sounding board who was knowledgeable in the area I was working in, as it was brand new to me.”
Her mentor provided encouragement, suggestions and ideas, and ultimately enabled Gerty to substantially improve the membership program over six months. So beneficial was her experience, that Gerty pursued other mentors through the Vantage Point program over the years, including most recently with a video production advisor.
One piece of the puzzle
Fellow mentee Isakson speak highly of her mentorship experience too, explaining, “I strongly believe that any time an organization can demonstrate a personal interest in the development of staff, it’s a good thing.” As for engaging the younger generation, “if it’s not a structured program I don’t think it’s that much of an interest [to them],” she says, adding her views are based purely on anecdotal evidence.
Moreover, she’s quick to point out the potential downfall of placing too much emphasis on one program while overlooking other engagement strategies. “Mentorship could help with retention but it would have to a part of a larger effort to engage staff,” she says. It can’t be the token engagement program. “It’s not a magic bullet; it’s a tool, not a solution.”
Getting your mentorship program off the ground
1. Complete a comprehensive planning process. Any attempt at implementing quick fixes once the program is up and running will limit its effectiveness. Taking the time now to plan ahead will provide a much smoother experience for all involved.
2. Establish objectives. These should include the target population and benefits of participation. These objectives will also help you measure the success of the program.
3. Commit the appropriate resources. What is the organization willing to commit to the program? Take into account financial considerations as well as possible staff training.
4. Choose the right participants. Carefully screen your mentors and mentees to ensure the right match for the right purpose.
5. Ensure realistic participant expectations. Set guidelines about mentorship time commitments, longevity, and outcomes.
Tips courtesy of Catalyst from their publication, Creating Successful Mentorship Programs: A Catalyst Guide.
Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She is also president of Elle Communications and can be reached at: info@ellecommunications.ca.
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