www.catalyst.
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Making Mentoring Work
By Catalyst
M
Mentoring is a simple idea that can have powerful
effects. The impact and potential benefits of formal mentor-
ing programs—those in which organizations match mentors
and mentees, designate minimum time commitments, moni-
tor relationships, and evaluate the program—can span entire
careers. A common misperception about formal mentoring is
that it doesn’t work—that it cannot provide the benefits of
informal mentoring relationships. But this simply isn’t true.
Formal mentoring relationships can be effective. And the good
news is that savvy organizations can avoid common pitfalls
with the right knowledge and tools.
In Making Mentoring Work, Catalyst debunks the notion
that informal mentoring is “good enough” and illustrates that
formal mentoring programs are an important talent manage-
ment strategy. It shows that organizations that embrace formal
mentoring gain a competitive advantage by leveraging and
tracking those mentoring relationships. This results in the
promotion and development of the best talent culled from
the full talent pool that is inclusive of all women and men
employees, as well as people of color. Ultimately, it enhances a
company’s bottom line by putting the best people in charge.
Our research has found that lack of mentoring opportu-
nities is frequently a barrier to advancement for women and
people of color. Also, women encounter gender-based barriers
that keep them from enjoying the full benefits of informal
mentoring. Women often have decreased access to poten-
tial mentors, are less successful in finding mentors willing to
invest in their career development, and receive fewer benefits
from mentoring relationships than men do.
Talented employees with decreased access to influential
mentors often fall behind. Women, women of color, and men
of color are especially vulnerable. Senior leaders—individuals
whose experiences and positions make them a source of sage
advice and introductions to influential others—often choose
1 Erik H. Erikson, Childhood and Society, 2nd ed. (New York, NY: W. W. Norton & Company, Inc., 1963).
2 Tammy D. Allen, Lillian T. Eby, and Elizabeth Lentz, “The Relationship between Formal Mentoring Program Characteristics and Perceived Program
Effectiveness,” Personnel Psychology, vol. 59, no. 1 (Spring 2006): p. 125-153; Belle Rose Ragins, John L. Cotton, and Janice S. Miller, “Marginal Mentor-
ing: The Effects of Type of Mentor, Quality of Relationship, and Program Design on Work and Career Attitudes,” Academy of Management Journal, vol. 43,
no. 6 (December 2000): p. 1177-1194.
8 Pro f i les i n D i versit y Journal M aY / J u n e 2 0 1 0
to mentor those who “look like” themselves.1 And because
white men dominate top positions in most organizations,
women and people of color lose out.
Formal mentoring programs can redress the lack of nat-
urally occurring informal relationships. Proper design and
implementation make them effective. Success results when
mentoring is tied directly to an organization’s business needs
and assessed through a structured system of metrics that the
organization identifies and develops based on its particular re-
quirements. For example, assessing the diversity of individuals
in mentoring pairs will help organizations ensure that a greater
number of pairs benefit from diverse perspectives. Metrics can
and should be gathered from a variety of sources, including
employee surveys, interviews, and focus groups.
While the concept of formal mentoring is not new,
the ways in which smart companies conceptualize, track,
and leverage these programs is constantly evolving. Utilizing
formal mentoring programs to help employees gain job com-
petencies, expose them to others in the organization, or help
prepare them for expanded job responsibilities can improve
employees’ satisfaction and the organization’s bench strength.
By ensuring that career development offerings include
mentoring efforts, practitioners can better leverage these
important workplace relationships.2 The bottom line is that
smart companies cannot afford to lose talent and thus cannot
risk leaving mentoring to chance. PDJ
Founded in 1962, Catalyst is the leading nonprofit membership organization
working globally with businesses and the professions to build inclusive workplaces
and expand opportunities for women and business. With offices in the United
States, Canada, and Europe, and more than 400 preeminent corporations as
members, Catalyst is the trusted resource for research, information, and advice
about women at work. Catalyst annually honors exemplary organizational
initiatives that promote women’s advancement with the Catalyst Award.
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