Evaluating the benefits of mentoring
(Source: Mike Toten, HR Writer/ Consultant)
A mentoring program walks something of a tightrope between being allowed to evolve informally between the parties without interference and pressures to evaluate its effectiveness. A program will involve costs - time, resources and administrative support - and as always the HR function will be required to present a business case to justify the program.
The interactive nature of mentoring means that it is likely to have multiple effects, many of which will be difficult to quantify and some of which will be unexpected. Nevertheless, some quantitative measurements are possible, assuming that goals for the mentoring program were clearly established in the first place.
The three main criteria are:
These measures involve collecting the following data:
Both mentors and the mentored employees should be interviewed separately, or at least required to complete a detailed survey to obtain their feedback. A joint interview/discussion may also be worthwhile.
Some organisations have also used comparisons with a control group of equivalent employees who were not involved in a mentoring program.