In fact, the case for mentoring is built on that one point – this is a relationship that can impact individuals and organizations at multiple levels.
At the individual or micro level, mentoring has been found to be a source of psychosocial and career support for those engaged in this developmental relationship. An examination of the research on mentoring suggests that individuals who have been mentored are more likely to report greater satisfaction, higher organizational commitment, more promotions, higher salaries, and a lower intention to leave the organization than those who have not had access to mentoring relationships. More importantly, those who have had access to a mentor indicate the difference that it makes to know that someone cares about their career, how they are doing and where they can go in the future.
At the group or meso level, mentoring has the potential to provide a path for people across different groups to find a path to one another. Oftentimes, when we are working across dimensions of differences, we are not sure what to expect and we sometimes rely on stereotypes and other common (mis)information to help us navigate relationships. Mentoring can be a powerful tool to give people across different groups a roadmap to find one another, to create meaningful relationships, to delve beneath the surface to understand your mentoring partner.
At the organizational or macro level, mentoring has been linked to a number of critical organizational outcomes. Organizations are using mentoring to enhance their leadership bench, to develop high potential employees, to enable knowledge transfer among groups of employees, to smooth transitions through mergers and acquisitions, to offer development opportunities to under-represented groups and to strengthen organizational culture.
Why mentoring? We use mentoring as a platform because it offers a win-win-win. Individuals benefit. Groups thrive. Organizations profit.