Workplace mentoring benefits both the mentor and their protégé
Workplace mentors gain as much from the experience as their protégés according to a report released this week on a survey of mentoring and coaching by 111 Australian executives.
Two thirds of respondents to the anonymous survey of human resources executives reported that mentors in their organisation gain ‘reverse benefits’ from having participated in a mentoring program.
Reverse benefits include opportunities to observe upcoming talent at close quarters and to gain honest insights into grassroots issues and life down the line, especially from Generation Y participants. Mentors who mentor externally gain from hearing how other organisations do things and comparing similar problems in their own organisations, because the external pairings tend to allow greater levels of blunt and open exchanges.
Other findings include the following:
- around two thirds of respondent organisations conduct coaching or mentoring programs
- of those, two thirds require confidentiality in mentor pairings and a mentor code of conduct applies
- a ‘no poaching’ rule operates in 22 percent of mentor programs
- of respondents whose organisations do not conduct a mentoring scheme, 25 percent have plans to introduce one, and
- of respondents whose organisations employ executive coaches, 72 percent believe their organisation sees coaching as beneficial or very beneficial.
“The findings of this survey offer instructive insights into the value organisations put on executive coaching and mentoring, and provide useful data for advocates within organisations,” states the Australian Human Resources Institute (AHRI) national president, Peter Wilson AM. The survey was conducted by the AHRI using a select executive sample from its member database.