Page 203 - Retaining Top Employees

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Mentoring and Coaching Programs 191

as an employer will be higher because it has the mentor-
ing program.
• The motivational and role-modeling aspects of the men-
toring relationship maintain a positive attitude in the pro-
tégés.
• The protégés have a forum for discussing and resolving
frustrations that might otherwise accumulate to cause the
protégés to leave the organization.
• The protégés may view the mentoring program as a fast
track to promotion.
• The protégés may fear losing a good mentoring relation-
ship, which may not be available elsewhere.

Among other employees: Those of your employees who are
not being mentored will often still be positively impacted, for
any of the following reasons:
• Employees in general will perceive the mentoring pro-
gram as an indication of the organization’s commitment
to its employees.
• The positive impact on the attitudes and personal and
career development of those involved in the program
leads to improved employee morale and positive attitude
about the organization.
• The mentors’ and protégés’ managers will see an
improvement in the
personal and career Communication
development of both Required!
parties. Note that these benefits
• Employees who are will accrue only if you “sell” the pro-
gram positively to your employees—
not part of the pro-
not just those being mentored—and if
gram but will be con-
the program is seen as successful. On
sidered as mentors
the other hand,if your employees see
or protégés in the the mentoring program as an elitist
future may see that activity,available for only the few,or if
opportunity as a fur- the program is generally considered to
ther reason to stay be weak or unsuccessful,then the
with the organization. impact on morale may well be negative.