10+ Examples of successful mentoring programs

What separates a successful mentoring program from those that fizzle out? Here are over a dozen real-world examples of successful mentoring programs to inspire your own.

Matthew Reeves

CEO of Together

Published on 

September 21, 2022

Updated on 

May 28, 2024

Time to Read

mins read time

At Together, we build software to help every employee find and learn from peers, mentors, or experts at their company. 

We’ve powered employee connections at companies with hundreds and thousands of employees. Manually pairing employees takes too long, so they use our pairing algorithm to quickly match mentors and mentees, ensuring every employee has someone to learn from. 

We’ll walk you through 9 examples of companies that have run mentoring programs using our software and list some notable programs we’ve seen from leading companies. Plus, we’ll give you a quick look at how you could build your workplace mentoring program.

Psst…Already have a mentoring program? Calculate The ROI of Mentorship

1. Randstad’s leadership development mentoring program

Watch what Marina Illerhues, Partnership Manager at Randstad has to say about Together: How Randstad got started with Mentorship

Streamlining mentorship: How Randstad scaled their mentoring initiatives 

Randstad, a multinational human resource consulting firm, initially used manual methods to match mentors and mentees, requiring HR managers to spend hours comparing employee profiles. As they scaled their program, this approach became unsustainable.

Randstad chose Together’s platform to expand mentoring opportunities without increasing the workload for program administrators. With our platform, they have run various mentoring programs across different areas of their organization.

One of their key programs is #ReloadYourStrengths, which develops employees’ leadership skills by pairing them with senior employees. This program is based on Randstad’s leadership framework, focusing on:

  • Building strong relationships.
  • Securing and developing resources.
  • Leading change amid ambiguity.
  • Driving vision and purpose to motivate others.

Another notable program is the Insider Program, which integrates mentoring into the onboarding process. New hires are paired with mentors before their first day, helping them get up to speed quickly.

How mentors and mentees feel about mentorship at Randstad


"Feedback from my mentee is very positive. We've spoken about her long-term goals and how her current role at Randstad feeds into them. She's very receptive and great at being vulnerable in our sessions."
"Another great conversation with my mentee today. She is reaping the rewards of her hard work in placements from the last 60-90 days, which is very encouraging for her. She is going through some personal issues but is strongly focusing on work, and I encouraged her to continue to lean into that during this time."


"Great discussion on continuing to expand my internal and external network."
"My mentor has truly challenged me as a professional. She has provided an in-depth analysis of my situation and offered alternative ways of thinking and approaching each challenge carefully. She gives her time freely and openly, including outside our formal mentoring sessions. I could not have received a better mentor!"

Randstad’s results: 49% lower turnover and new initiatives

Randstad has discovered that successful mentoring programs must be integrated into business processes. They emphasized mentoring as a key component of their onboarding and leadership development efforts, aiming for nearly every Randstad employee to participate in mentorship at some point in their career.

The results have been impressive. Employees who participated in their mentoring programs were 49% less likely to leave the company. This helped Randstad build a skilled workforce, reduce turnover, and save money.

In the past two years, Randstad has launched several new mentorship programs, including a veterans program, a reverse mentoring program, and a language learning program.

Read the Randstad case study: Skyrocketing retention rates by connecting employees with mentors

2. Avison Young’s mentorship program for women

  • Company: Avison Young 
  • Industry: Commercial real estate
  • Size of program: 500+
  • Type of program: 1-on-1, groups

See what Joan Skelton, Global Director, Diversity & Inclusion at Avison Young has to say:

Improving diversity and inclusivity in leadership roles

Avison Young, a Canadian commercial real estate firm, launched a workplace mentoring program to improve diversity and inclusivity, particularly in leadership roles. Their focus was on advancing women into senior positions.

The program connected seasoned employees and organizational leaders with members of various employee resource groups (ERGs), which supported women and other underrepresented groups. Mentorship provided these women with the guidance needed for leadership roles.

While participation was limited to specific ERGs, such as the Black Professionals Resource Group and LGBTQ+, mentors came from different areas of the company. Avison Young's program highlights how mentoring within ERGs can create a more equitable workplace.

Check out the kind of results Avison Young saw with Together: Mentorship - Results and Impact for Employees

Feedback from mentors and mentees 


"My mentor is awesome. She gives me little nuggets that are priceless and relevant to my current responsibilities."


"I am thoroughly enjoying my time with my mentee. We share similar challenges and concerns and work through our experiences and thoughts."

Future mentoring programs at Avision Young

Avison Young plans to expand its mentoring programs in the future. They’re testing mentoring groups to increase collaboration and knowledge sharing. The new program will focus on helping women in leadership positions and giving them the tools they need to succeed.

This is an exciting development for Avison Young, which continues to be a leader in diversity and inclusion initiatives. The new mentorship program will help more women reach their potential and create a more diverse and equitable workplace.

Read the Avison Young case study: Strengthening diversity and inclusion by connecting ERG members with relevant mentors

3. New York Life’s Empower Mentorship Program

  • Company: New York Life
  • Industry: Insurance
  • Size of program: 500+
  • Type of program: 1-on-1

Connecting ERGs with senior leadership: The Empower Program

New York Life (NYL) created the Empower Program to connect members of the organization’s ERGs with senior leadership. This nine-month workplace mentoring program paired members of specific employee resource groups with mentors from other ERGs. To date, they have conducted over five Empower Mentoring Programs.

Using Together’s mentoring platform, NYL leveraged pairing features and mentorship resources to achieve their goals, which included:

  • Guiding and supporting mentees to reach their goals through mentor expertise.
  • Encouraging mentors to share their professional journeys and career progress.
  • Cultivating connections among employees from different parts of the organization.
  • Facilitating peer learning.
  • Enabling mentors to refine their coaching skills and provide meaningful learning experiences.

Feedback from mentors and mentees


"Another great touch-base with my mentor. I found our time spent informally catching up and then diving into a situational discussion on conflict resolution really helpful in better understanding how to use leadership skills to drive more effective influence."


"The sessions with my mentee went extremely well. She had particular work issues to deal with and through brainstorming and action planning in our sessions, she was able to work through the issues."

Impact of New York Life’s Empowerment Programs: 53% diverse pairings

The results of their efforts demonstrate how any organization can start and succeed at building a diversity and inclusion mentorship program.

53% of all the pairings in their workplace mentoring program included matches where both participants shared a diverse background. Doing this allowed for a stronger bond between mentors and mentees as they could share common experiences in the workplace. 

The program also gave leaders a fresh perspective and ERG members opportunities as it opened up conversations with more junior employees with diverse backgrounds. NYL has also set out to experiment with creating mentoring programs for specific groups of employees like managers, connecting different managers from different offices for knowledge sharing.

4. Cooley’s mentorship program sets up new associates for success

  • Company: Cooley Law 
  • Industry: Law
  • Size of program: 500+
  • Type of program: 1-on-1, groups

Accelerating onboarding: Cooley’s CAMP program

Cooley, a global law firm with over 1,500 lawyers, designed the Cooley Academy Mentoring Program (CAMP) to onboard new attorneys and prepare them quickly for their roles. By connecting new hires with experienced colleagues, the program provided a robust support system, helping new employees become competent in their roles faster.

As part of the experience, Cooley introduced the “Cooley Mentoring Competition” to strengthen existing mentoring relationships and build new connections among colleagues in a fun and engaging way.

Cooley’s approach demonstrates that incorporating creativity and friendly competition into mentoring programs can significantly boost employee engagement and enjoyment.

Feedback from participants


“We are both new. It's a good fit in the sense that we are both feeling out our space within the firm although from very different perspectives!”
"It was great to meet my mentee and be her mentor for the summer program. She is eager to learn to try new things. She is passionate about connecting with new people and trying out different assignments." 

Future of mentorship at Cooley: New programs and experiments with group mentoring

Cooley is launching a number of programs for interns and new hires, as well as experimenting with group programs. 

Mentoring is becoming a core part of their training, with a program for each office. This is part of their larger effort to build a mentoring culture within the company.

Read how Cooley set up their mentoring program with Together 

5. King Games supports diversity in the workplace

  • Company: King Games (a division of Activision)
  • Industry: Video games
  • Size of program: 200+
  • Type of program: 1-on-1, groups

Empowering diversity: King's Kicking Glass Program

King Games, renowned in the mobile video game industry for hits like Candy Crush, recognized the need to boost internal inclusivity to stay competitive and creative. To reflect the diversity of their gaming audience, King launched an initiative to support female and non-binary employees.

Members of the employee resource group Women@King expressed concerns about a lack of confidence and access to opportunities. In response, King created the Kicking Glass mentoring program for female and non-binary employees.

With the help of Together’s mentoring software, King matched over 250 employees with mentors to foster inclusivity and support. This mentoring initiative helped break down barriers and promote a culture of belonging.

Feedback from participants


“My mentor taught me a lot about confidence, how to plan for the future and organize my thoughts. Very happy to have been paired with her!”


“I really enjoy mentoring my mentee. She is a very smart and eloquent person who has fantastic skills and is a real asset to King.”

Expanding mentorship at King: 250+ employees empowered

The Kicking Glass program at King continues to grow, expanding to include new employees and fostering inclusivity. Alongside this, King is developing high-potential leadership programs to further support career advancement.

The success of the Kicking Glass program, with participants rating it 3.9 out of 4, demonstrates King’s commitment to supporting employees and helping them reach their full potential. These initiatives will help ensure that King remains a top employer for years to come.

Read how King Games is building a more diverse and inclusive organization through mentorship

6. Cruise Accelerates Engineer Training for Future Transportation

  • Company: Cruise Automation 
  • Industry: Self-driving cars
  • Size of program: 300+
  • Type of program: 1-on-1

Upskilling for engineers: Cruise’s mentorship program

Cruise Automation, a leader in developing self-driving vehicles, recognizes the need for its engineers to stay on the cutting edge of technology. To achieve this, mentorship is a key component of their strategy.

Using Together’s platform, Cruise is scaling its mentoring program to include over 1,000 engineers. Initially, they ran a pilot program aiming to engage 200 engineers but exceeded expectations by recruiting nearly 300 participants.

Managing hundreds of mentoring pairs is challenging, and ensuring high-quality matches is another reason Cruise relies on Together’s mentoring software. This program is crucial for keeping the team updated on automated driving technology and helping new hires understand the intricacies of the creation process.

For Cruise, starting a mentorship program to support upskilling among employees is critical for success in the rapidly evolving field of self-driving technology.

Feedback from participants


“It was fun to learn how my mentor got to where he is. I am particularly interested in "career switching," so anyone with this experience would have been a better fit, but I am still enjoying getting to know Joseph and see where this could go.“
“My mentor is a very experienced senior manager who understands the pain point of an IC and gives really constructive advice.”


“I'm letting my mentee drive the topics with what is top of mind for him. He is engaged and taking action based on what we discussed, so I think our mentoring relationship is working well.”

Future of mentorship at Cruise

As Cruise continues to grow, they are committed to expanding and improving their engineering mentorship program. This initiative is designed to help engineers develop their skills and knowledge, ensuring they are well-prepared for the future.

Read how Cruise is accelerating employee learning and development through mentorship

7. The Forum’s Mentorship Program empowers female entrepreneurs

  • Company: The Forum
  • Industry: Entrepreneurship incubator
  • Size of program: 900+
  • Type of program: 1-on-1

Scaling mentorship for female entrepreneurs

The Forum, a Canadian non-profit organization, aims to help female entrepreneurs connect with resources and the community to thrive in business. One of their key initiatives is connecting members with mentorship opportunities.

Over the past 20 years, The Forum has connected over 2,000 women with career-changing mentoring experiences. To expand and offer tailored mentorship to more female entrepreneurs, they needed to automate the matching process. 

Discovering Together’s mentoring platform allowed them to grow their program to four times its original size. The software expedited the matching process and provided an easy way to monitor pairings, enabling meaningful mentorships for more entrepreneurs.

Feedback from entrepreneurs


"I really enjoyed getting to know my mentor. She has a ton of great experience and skills to offer. We plan to meet again."
"My mentor is amazing and actively invested in my journey. She gives insightful feedback, encouragement, and insights and is my best mentor to date. I feel more confident in achieving my milestones ahead with her in my corner, and I am grateful to have been paired with her."


"Great session. We discussed how to implement a social media strategy and the mental blocks behind sharing more with the world."

Future of mentorship at The Forum

The Forum has partnered with Scotiabank to deliver a series of mentorship events aimed at helping early-stage and women entrepreneurs elevate their businesses. With Scotiabank’s support, The Forum will help more women entrepreneurs access mentorship, resources, and community needs, gaining first-hand insight from experienced business owners.

The Forum exemplifies how leveraging technology can scale a mentoring program, fostering professional growth and development opportunities for female entrepreneurs.

See how The Forum is using Together's mentoring platform to scale mentorship while minimizing administrative workload

Other examples of successful mentorship program

8. UNT's Mentoring Evolution with Together

  • Company: University of North Texas (UNT)
  • Industry: Education
  • Size of Program: 1,000+
  • Type of Program: 1-on-1

Making UNT’s mentoring more effective and efficient

The University of North Texas (UNT) has a long-standing tradition of mentoring through its Professional Leadership Program, which has been a cornerstone in developing participants' skills since 1994. As the program matured, the need for a more advanced and efficient mentoring platform became clear, leading UNT to seek a new solution.

The challenge

UNT's previous mentoring software presented significant challenges and failed to meet the needs of the program. 

Jose Grimaldo, UNT’s program administrator, highlighted the issues, stating, "The previous vendor had a platform that was very, very clunky, and not user friendly." The situation necessitated an excessive hands-on approach, where most of the software development and programming had to be managed internally. Grimaldo noted, "We almost had to do most of the development and programming ourselves, which created a bottleneck."

The continuous challenges made any upgrades or training extremely cumbersome. Grimaldo shared, "There were various challenges throughout using the system, and just trying to go through any type of upgrades or tutorials became very, very cumbersome as well." This led to considerable stress within the office, as he recalled, "Eventually, we were all stressed out in the office because we needed real-time solutions and they weren't able to provide it."

The solution

The introduction of Together's mentoring software was a turning point for UNT. Grimaldo expressed, "We were very, very pleased with the transition [to Together]." 

The platform not only transitioned UNT’s program effectively but did so in a remarkably short timeframe. "Together was able to get our program transitioned in just a couple of weeks," Grimaldo noted.

The support and assurance provided by Together’s team were also notable. Grimaldo mentioned, "Together gave us a lot of comfort and confidence. Your team was a welcomed relief." He further added, "Support from Together has been very positive, and non-stop."

Feedback from participants

"The program exceeded my expectations. It was an amazing experience that significantly enhanced various soft skills crucial for personal and professional development. Notably, I found a lifelong mentor who has been instrumental in providing guidance and support. The program has been a transformative journey, leaving a lasting positive impact on my skill set and networking opportunities."
"Going through the program, I have developed confidence, communication, and networking skills, which are very helpful for my career."
"My communication skills have improved by talking with my mentor."
"Participating in the program has been transformative for me, significantly enhancing my confidence, public speaking abilities, teamwork, and leadership skills."

Impact + future of mentorship at UNT

The adoption of Together's software resulted in a significant improvement in the mentoring program's efficiency and effectiveness. The platform's user-friendly interface and improved matching algorithm have been instrumental in fostering more meaningful mentor-mentee relationships. The program has benefited from enhanced data analytics, facilitating continuous improvement and expansion.

Key Metrics:

  • Average Feedback:some text
    • From mentors: 3.89/4
    • From mentees: 3.98/4
  • Satisfaction Scores:some text
    • 95% of mentors
    • 100% of mentees

UNT's experience with Together highlights the transformative impact of the right technological solution in mentoring programs. The shift not only resolved existing challenges but also improved the program's impact and future potential. Together's software has proven to be an invaluable asset for UNT, enhancing the mentoring experience and setting a benchmark for future educational collaborations.

Jose shared, "I'm glad to have our relationship with Together, and I'd encourage anyone to make the switch."

9. A Fortune 500 transforms enterprise-scale mentorship with tech

  • Company: Fortune 500 Enterprise Organization
  • Industry: Various
  • Size of Program: Enterprise-wide, available to 100% of employees
  • Type of Program: 1-on-1, Cohort, Evergreen

Centralizing the enterprise mentorship program

In a Fortune 500 enterprise organization, the Learning & Development (L&D) manager faced the challenge of revolutionizing an ineffective, manually-run mentorship program. Previously, mentorship programs were decentralized, managed by isolated departments, and handled through antiquated manual methods. This led to inconsistent participant experiences, excessive resource allocation, and a lack of actionable data.

The challenge

The L&D manager and her team grappled with the scattered structure of the existing mentorship programs. Managing these programs manually was extremely time-consuming. The program lead remarked, "Our admins were overwhelmed. They had to individually approach employees for program recruitment and create numerous support resources."

The decentralized nature of these programs failed to address individual learning needs or promote cross-departmental interactions. The team explained, "Often, mentors and mentees were mismatched, not aligning with the mentees' needs or the mentors' skills."

Gathering useful analytics and insights was nearly impossible due to the absence of a centralized system. They shared, "We wouldn't know what was going on. There were no analytics."

The solution

In search of a solution, the team evaluated various vendors, including their existing HRIS system, SuccessFactors. Despite a pilot test and no additional cost, SuccessFactors did not satisfy their needs.

After thorough consideration, the organization chose Together's mentorship platform. The L&D manager enthused, "Together met all our needs and was the most cost-effective."

Impact + future of mentorship at the organization

Together's platform drastically improved the organization's mentorship program:

  • Launched 4 new programs in 2 years
  • Exceeded goals for mentor participation by 2x
  • Achieved a high commitment from mentors (2.5 mentees per mentor on average)
  • Scaled mentoring to be enterprise-wide, now available to 100% of employees

Participants reported significant value:

  • Satisfaction Scores:some text
    • From mentees: 3.94/4
    • From mentors: 3.84/4
    • 95% of mentees made progress toward mentoring goals
    • 92% of mentors believe their skills were improved
    • 97% of participants agree that mentoring is a good personal development goal

This success was largely due to Together’s structure, which aligned mentors and mentees based on their strengths and aspirations and encouraged interactions across business groups. The team shared that Together was instrumental in knowledge transfer across the organization, a key goal for the company.

The mentorship program has proven particularly crucial amid disruptions such as the pandemic and company-wide layoffs. The team lead shared, "Something like a mentoring program that you can literally connect with someone globally has been immensely helpful."

The team was thrilled to share that the program “essentially runs itself,” which has dramatically reduced the burden on their time.

Despite budget cuts in learning and development, the organization remains committed to the mentorship program, recognizing its growing importance. Plans include continued use of Together's platform and introducing a new program for summer interns.

The L&D manager concluded, "I would recommend Together to others... I don't see us using a different company because it's working so fantastically."

Other examples of successful mentoring programs

We've looked at 9 examples of successful mentoring programs that are powered by Together. But there are other notable companies with internal employee programs worth emulating.


This Chicago-based organization-wide mentoring program offers employees the chance to improve their leadership skills and further build their careers in the industry. Boeing has clearly defined practices for participants in its mentoring program. They offer orientation sessions to get started, which helps those involved know the skills they need to succeed.  

Within Boeing, there are different types of mentorships available. Their Rotational Program helps new employees define a plan for their career in business, engineering, HR or IT sections. They also have a 1-to-1 Learning Program that is focused on peer mentoring opportunities. 

Boeing offers special mentorship training for potential leaders. 

In the Boeing Leadership Center, these budding employees are partnered with senior leaders in the company to develop the skills they will need to take on the leadership challenges. In addition to these programs, Boeing also offers interns and co-op students the opportunity to learn by being part of operations at the company.  

Caterpillar workplace development program and ERGs 

Also based in Illinois, Forbes recently named Caterpillar one of America's Best Employers. Unlike other companies, Caterpillar's mentoring program is one of the more in-depth. The mentorship program at Caterpillar is a longer one than at many other companies. 

Younger employees are paired up with more senior members of the company for two or three years. During this time the focus in on specific skills the mentees need to succeed in their field. But because of the length of the mentorship, most mentees also develop leadership skills.  

The company also has Employee Resource Groups, which provide peer support and mentorship opportunities. The groups were developed to help promote diversity and inclusivity in the organization. For engineers who are not currently working in the industry, Caterpillar gives them a foot in the door through their Returning Professional Developments Program. This is a four-month mentorship that guides the employee back into the workforce.


The education publication giant, based in New York City, has offices in 38 countries, which provides interesting opportunities for mentorships. The company undertook a comprehensive planning and strategy approach to its mentoring program development. 

A case study on the process shows that most employees are well-served by the program. Ninety-seven percent of participants said they would recommend the program. A further 73 percent noted they had gained more confidence as a result of the mentorship. Moreover, 80 percent had achieved their mentoring objectives defined at the beginning of the program. 

Bain and Company 

The Boston-based management consultant company ensures that each of its consultants has a mentor. In their workplace mentoring program, the focus is on professional development. However, they also try and ensure a diverse workforce. According to one article, the company has been able to double the number of women on their leadership team. 

General Electric 

Also based in Boston, GE has been promoting reverse mentoring for about 20 years. This type of mentoring program has the younger employees guiding the more senior employees in skill development. One of the main benefits of this style of mentorship is that senior workers with the company can keep their technology skills sharp. It also helps attract and keep younger employees. However, the company also engages in more traditional forms of mentoring through its GE global leadership institute. At this location, senior members of the company spend time coaching and mentoring participants from around the world. 


The California-based tech company has a variety of mentoring programs to help employees. These include formal programs related to specializations, group opportunities and other more informal mentorships that develop within the organization. Most of these mentorships focus on professional development. Mentees are given some guidance on developing their skills, goals and career path.

Test Prep’s Two-Way Mentorship

After the first mentoring program flopped, Test Prep stumbled on: 2-way mentorship in which a more senior and experienced employee mentors a junior employee. 

However, the mentoring framework worked more like a buddy system—where the two parties benefit from the relationship. The senior employee mentors the junior on professional development and goal setting and offers career-related advice and guidance—the junior, in return, mentors the senior on the latest tech trends, etc.


Fragrance uses its high-potential mentoring program to build employees with some potential for leadership positions in advance. A mentee is paired with a senior leader with a project-based task to accomplish.

The program was so effective that one mentee garnered so much that she got promoted to the company's new social media manager—and she's also the brain behind the company's marketing strategy. 

Sporting Smiles

They designed a mentoring program to help new hires connect with workplace veterans. Mentees are paired with mentors outside their department but with the same job classification. The mentors share their knowledge, experiences, and resources with their mentees, which helps them grow in their field. The program provides mentors with a checklist that helps them facilitate the mentorship.

Mentees claimed the program has helped build solid relationships with employees in other departments.

Flycast Media

A local Premier League football club ran the program  Building confidence in the Youth in partnership with the local government to help young people who had been unemployed for over 18 months. 

They learned how to write CVs and how to prepare for job interviews. Those without skills were also taught how to start their own digital business. 

Over 35% of all candidates found jobs within the next six months. One candidate even started a digital agency.

Best practices to build a successful mentoring program

Successful mentoring programs contribute significantly to employee growth and long-term success. High-potential employees seek opportunities for development, mentorship, and career advancement. Implementing a structured mentoring program can help retain these employees by meeting their needs.

Based on the successful mentoring programs we've explored, here are some key practices to keep in mind when building your own:

  1. Define clear objectives: Clearly outline the goals of your mentoring program, whether it's improving diversity and inclusion, accelerating onboarding, developing leadership skills, or fostering cross-departmental collaboration.
  1. Leverage technology: Use mentoring software like Together to streamline the matching process, monitor pairings, and gather actionable data. This will save time and resources while enabling you to scale your program effectively.
  1. Encourage diverse pairings: Connect mentors and mentees across different departments, levels, and backgrounds to promote knowledge sharing, fresh perspectives, and a more inclusive workplace culture.
  1. Provide structure and support: Offer orientation sessions, training, and resources to help participants understand their roles and develop the skills they need to succeed. Consider providing checklists or guidelines to facilitate productive mentoring relationships.
  2. Experiment with different formats: In addition to traditional one-on-one mentoring, try peer mentoring, reverse mentoring, group mentoring, or project-based programs to cater to various learning needs and preferences.
  1. Gather feedback and measure impact: Regularly collect feedback from mentors and mentees to assess satisfaction, progress towards goals, and areas for improvement. Track key metrics like participation rates, retention, and skill development to demonstrate the value of your program.

Choosing the right format for your mentoring program

There are many different ways to design your mentoring programs in the workplace, including:

  • Traditional 1-on-1: A more experienced mentor is paired with a junior employee in this mentorship. The focus is often on helping the mentee set and reach professional goals. 
  • Remote mentorship: Ideal to keep employees who work from home connected. Remote mentorship can effectively design a workplace mentoring program to connect mentors and mentees from a distance. 
  • Group mentoring: Sometimes, initiating a mentoring group session is the most effective way to help employees learn a new skill or create connections. It can also be used in the onboarding process. 
  • Peer learning: Your employees have a lot to learn from each other and teach their peers. Staff working in the same department or at the same level will better understand their challenges. This mentorship style can build bonds among your employees and be used as a skill learning or onboarding experience. 
  • Reverse mentoring: There are times when new and younger employees have something they could teach senior leaders or executives. That is where reverse mentoring comes into play. Using the remote mentoring style, most workplace mentorships focus on skill development, particularly technology. Your younger employees are usually more knowledgeable about new technologies, so they can help more senior employees understand them. Reverse mentorship is also used as a toolkit for diversity. It gives underrepresented employees face time with leaders to give them a new perspective.
  • Employee resource groups: Creating an inclusive and diverse workplace requires some effort from employers. Encouraging employees from diverse backgrounds to create ERGs can lead to informal or even formal mentoring opportunities. 
  • Flash mentoring: Not all mentees need months of mentorship to gain the knowledge they want. Flash mentoring is a good way to pass along information or wisdom fast. It's best used with participants who don't have a lot of time to commit or mentees who have very specific questions that can be answered quickly. 

Invest in mentorship to retain top talent and grow the company’s bottom line (+ free eBook)

Ask any leader what kind of employees they want to build their companies, and they'll list qualities like ambition, creativity, collaboration, empathy, and the capacity to innovate.

But high potential employees that possess these qualities also want things from their positions. They want opportunities to grow and develop; they want people to invest in them, expand their networks and open new doors for their careers. Essentially, they want mentors for each stage of their employee life cycle and journey toward a fulfilling and successful career.

As you build your mentoring program, keep our best practices in mind. We've seen many companies build and scale successful mentoring initiatives. 

If you want to take some materials with you, we've packaged up tons of key insights and tips in this eBook with our best practices.

About the Author

scrollbar code:
close button

Hear how they started with Together