By Tammy D Allen; Lisa M Finkelstein; Mark L Poteet
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Additional resources for Designing workplace mentoring programs : an evidence-based approach
3 For example, some online matching services leave it completely up to participants to contact each other while other 44 Matching Mentors and Protégés services such as eHarmony create a personality profile matching system to narrow down choices for each client, thereby taking a more active role in determining the user’s choice. Similarly, as illustrated in the previous section, organizations vary regarding the degree that they manage the pairing process versus how much control is given to participants.
The research evidence on this issue is mixed, but generally favors giving participants input. 6 On the other hand, in another study, both mentors’ and protégés’ reports of greater input into the matching process related to their reports of program effectiveness. Input into the match was also associated with enhanced mentor commitment and program understanding. 8 From these studies we might conclude that “some say” in the match process is helpful. However, how much say is necessary is uncertain.
Desire to help others develop), rather than because of pressure from top management. 28 Practically speaking, this suggests that, in most circumstances, mentors be allowed to voluntary participate in a mentoring program, even when protégé participation may be mandatory. Appendix C presents a sample “Mentor Readiness Assessment Form” that companies can use to help their potential mentors assess whether they Participant Recruitment and Selection 35 have the time, energy, and skills to be effective mentors.