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Why Mentoring Matters
January 2009 | Volume 7 Issue 1
Amidst tough economic times and shrinking budgets, mentoring programs offer a cost-effective way for organizations to engage employees, provide professional development and retain strategic company knowledge. In this issue of CW Bulletin, our experts reveal how to build a culture of mentoring within your organization and offer tips to ensure that your program is sustainable for years to come.
Natasha Nicholson
Executive Editor
Amanda Aiello
Associate Editor |
Features
STRATEGIES
by Randy Emelo
It’s hard enough for today’s businesses to stay competitive, but now they also have to worry about retaining key employees, engaging their workforce, capturing strategic knowledge before it walks out the door, and building cohesive organizations across various borders and barriers. Mentoring offers a way for organizations to accomplish these goals.
MENTORING CULTURE
by Larry Ambrose and Jim Perrone
Organizations of every description seek to develop future leaders, cultivate employee talent, find ways to increase opportunities for members of under-represented groups, and recruit and retain outstanding people. These are just some of the ways that corporations and public bodies can better position themselves for the challenges of production and service delivery.
For companies and service organizations to achieve such goals, building a mentoring culture is necessary for success.
BENEFITS
by David Clutterbuck
Mentoring is arguably the most cost-effective developmental intervention an organization can introduce. It has a significant positive impact on the participants (both mentors and mentees), the organization and key third parties such as mentees’ line managers. This article examines how each of these benefit from a comprehensive mentoring program.
FINDING A MATCH
by Liz Selzer, Ph.D.
Mentoring is increasingly being recognized by organizations as an effective tool and strategy for helping to develop employees’ knowledge and skills, and empowering them to reach their highest potential. It is a relationship of influence, of moving forward in ways that simple book learning, training manuals and static leadership concepts cannot achieve. A critical first step in maximizing this powerful tool is pairing people in mentoring relationships that work.
Columns
Summaries: A good way to make life easier for your readers
by Natalie Canavor and Claire Meirowitz
In today’s hurry-hurry, everything-was-due-yesterday business world, managers and clients are often too rushed to read the lengthy reports presented to them. They may need to know—before they commit the time—that the material in the report is important and germane to their concerns. And let’s face it, they may never even read the lengthy document that was so much trouble to prepare.
The Communicator’s Role in the Economic Crisis
by Roger D’Aprix, ABC
For communication professionals, these are both the best of times and the worst of times. Those who have established a working relationship with their senior leaders are well positioned to make a difference. For them, these are the best of times. Those who have focused mainly on craft and tactics now face the worst of times. The problem for them is the danger of being seen as irrelevant to the task of addressing the crisis at hand.
- “Using Next-Generation Thinking to Attract Next-Generation Talent,” PKF Texas
- “BC Hydro’s Employee Newsletter, Plugged In,” BC Hydro and Forwords Communication Inc.
- “Play-by-Play Nuclear Refueling Newsletter,” Nebraska Public Power District
Communication in the News
Related Resources provides additional articles and resources for understanding this month’s topic of mentoring. You can also find these links alongside each corresponding feature article for quick reference. Links include:
- “Mentoring: A cost-effective retention tool,” by Scott Reisz
- “Training: Your investment in people development and retention,” by Susan M. Heathfield
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