Mentoring in the workplace provides benefits such as increased job satisfaction, improved teamwork, higher staff retention, and stronger professional networks. Effective mentoring programs pair less experienced employees with more experienced mentors within the company and provide training and structured activities. Some keys to implementing a successful mentoring initiative include setting clear goals, focusing on specific skills, choosing the right mentor-mentee pairs, utilizing collaboration tools, and collecting ongoing feedback to evaluate progress.

1. Ngnaoussi Elongué Cédric Christian
Knowledge management & learning consultant
hello@christianelongue.com
WA: +233550157572

2. Plan
• Introduction
• Why mentoring in the workplace?
• How?
• Challenges
• Best practices
• Conclusion

3. Introduction
• Successful companies large and small use mentoring
to tackle complex human resource challenges.
• Association of Talent Development, workplace
mentoring is on the rise with 71 % of Fortune 500
companies offering formal mentoring programs to
their employees.
• Experience is one of the most valuable assets of any
organisation.
• Senior employees usually have wisdom, insight, and
expertise in spade.
• But how they can share the wealth in order to boost
the productivity and performance of the org?

4. What is
workplace
mentoring?
• A workplace mentoring initiative is a space for talent development and retention
strategy that/
• Helps attract, develop and retain new employees
• increase employee productivity and retention and foster professional
development.
• Uses the organization's human resources to improve employee satisfaction,
develop leaders and teach new skills.
• Encourage collaboration among employees from different generations and
cultural backgrounds, thereby improving overall workplace productivity.
• Training and professional development through seminars, conferences etc. don't
often allow for opportunities to apply new knowledge and skills on a daily basis
or receive feedback and encouragement from others.
• By adding mentoring, an organisation can provide the support and guidance
necessary for employees to take their skills and knowledge to the next level.

5. Why
• Few successful professional achieved it
entirely on their own.
• Talent, creativity, hard work and
persistence are essential, but the
guidance and wisdom of other
professionals is also critical.
• There may be several high-performance
employees awaiting discovery and
whose potential are still untapped.

6. Benefits of workplace
mentoring/coaching
Job satisfaction
Increased teamwork
Improved staff retention
Stronger internal network
Smart succession planning
Increased knowledge transfer
Development of leadership skills
Achievement of goals and objectives
Groom hidden talent for future leadership/specialist roles
Motivation for professional development and accountability

7. Activity 1
• To you, which type of mentoring would be
more effective in your organisation?
• One on one
• Group mentoring
• Informal
• What are the forms of mentoring visible
in your organization ?
• Kindly explain why? When is it more
convenient? And how it could be
implemented?

8. Types of
workplace
mentoring
Non-traditional mentor configurations may include peer
mentoring, group mentoring and reverse mentoring.
Formal mentoring programs typically assist junior or
less experienced professionals to identify and develop a
relationship with more experienced professionals, either
in the same workplace or within a broad professional
field. Also offer training and structured activities.

9. Strategies
• One-on-one, in-person discussions/chats
• Short exchanges at the kitchen, through texting
or social media apps (WhatsApp)
• Webinars for groups of high-performance
employees
• Online resources, like how-to videos or personal
case studies
• Coach/mentor-led group workouts and
problem-solving sessions
• Role-playing and scenario-based learning
• Simulation, gamification, and case studies
• Constant survey and feedback to modify or
tweak the mentoring approach
•

10. Approach for
a mentoring
initiative
1. Setting primary goals.
1. • What does the mentee set to gain?
2. • How much time and commitment is required from the
mentor?
3. • How frequently should the mentor and mentee meet?
4. • What does success look like?
5. • What happens if the relationship doesn’t work out?
2. Focus on specific skills.
Conduct surveys, focus groups, skills assessments, and on-the-job
observations to identify which skills must be developed. This also
gives you the opportunity to discover performance gaps that need to
be filled based on the mentee's job responsibilities.
3. Choose the right mentorship team (mentor, mentee,
facilitator)
4. Find the best collaboration tool (project management and
collaboration tools: MS Teams or Mentoring Apps :
FirstHand, Plato)
5. Create mentor-mentee guidelines to maximise productivity.
6. Collect feedback and track progress.

11. Activity 2
• Who can be a mentor in your
organisation? Do you create rooms
or a conducive environment for
junior staff to share learning with
senior ones?
• What could be some roles of a
mentor in your organisation?

12. Roles of a mentor in
the workplace
• Orienting mentees on the structure and
operational procedures;
• Helping them learn and adjust to the
culture of a new workplace environment;
• Introducing and connecting mentee to
other professionals to expand their
professional networks;
• Serving as a sounding board for and
providing feedback to mentees during
periods of learning, growth or change;

13. Roles of a
mentor in the
workplace
• Encouraging mentees to pursue their
professional goals and persevere in the
face of challenges at work;
• Identifying other opportunities for the
mentee to grow their skill set and/or
increase their network; and
• Assisting mentees with mastering a
particular skill-set or knowledge
required to maximise job performance
and advance professionally.

14. Few tips
• Mentor-Mentee Training
• First impressions matter. A 2009 study by the
Aberdeen Group found that 86% of respondents
felt that a new hire’s decision to stay with an org
long-term is made within the first six months of
employment.
• Cultivate the right environment that encourages a
natural relationship to form.
• Avoid developing a culture of "busy-ness." With
competing priorities, it can become a challenge for
the mentor to make time for their mentee.
• Engage In Reverse-Mentoring

15. Next Steps
• Have you ever been mentored
professionally?
• Are you currently being
mentored/coached in the workplace?
• How do you think your organisation
mentoring praxis could be
developed/improved practically?
Kindly share ideas.

16. Conclusion
• Mentoring and coaching are a cost-saving
means of getting new hires familiar with the ins-
and-outs of your organisation.
• They’re also an investment in the future. By
creating a seamless onboarding process,
employees get the tools they need to succeed and
a long-term plan for connecting to their job and
the institute.
• When done right, a mentoring program would
empower, enlighten, and encourage a staff.