For Mentors

Benefits & Challenges

Benefits
"The lesson is that a carefully structured mentoring program – whether in a large corporation or a small volunteer organization – will reward and hence motivate good mentors in many ways."(Murray & Owen, 1991 p 53).

(1) for Mentors

Personal and professional satisfaction may increase as a result of:

Affective Benefits – such as:

• Enjoying mentoring

• Feeling of usefulness and chance to re-energize self

• Revitalized interest in work

• Enhanced self-esteem and confidence

• Close relationship with mentee

• Supporting and strengthening the profession

• Helping shape the next generation of professionals

• Increasing interaction and identification with other mentors and peers

• Balance to academic-clinical relationships

Cognitive Benefits – such as:

• Learning or relearning from mentees and from their own mentoring

• Learning through mentor development and training programs

• Professional assistance and feedback from mentee

• Fulfillment of own developmental needs can lead to practice excellence

• Exposure to new and different thinking styles, knowledge and perspectives

Tangible Benefits are appreciated and providing options is recommended. Examples are:

• Rewards – free or reduced-price continuing education, textbooks, Internet or email access, sometimes monetary.  

• Recognition – certificates, celebrations, luncheons, announcements in newsletters, annual appraisals, awards, symbolic token of the organization such as pin or pen..

References: (Groah, 1996), (Ullian et al., 2001), 63,(Vance & Olson, 1998),(Treasury Board, 1995), A,(Treasury Board Self-Help Guide, 1994)

(2) for Mentees

• Career success and advancement

• Personal and professional satisfaction

• Enhanced self-esteem and confidence

• Preparation for leadership roles and succession

• Enlightened view, advice, encouragement and support

• Development of new professional and personal skills

• Development of professional skills and confidence

• Understanding of organizational culture and politics

• Chance to broaden professional network

• Exposure to styles of practice and leadership

• Sharing experiences and know-how

• Exploration of professional avenues

• Easier integration into organization

• Strengthening of the profession

References: A, (Treasury Board, 1995),(Treasury Board Self-Help Guide, 1994) ,63,(Smith et al., 2001)

(3) for Organizations

• A visible commitment to developing human resources

• Demonstrate they are learning organizations

• Sharing of organizational culture and values

• More dynamic and warmer workplace

• Improved communications within organization

• A more motivating and effective workplace

• Reduced employee turnover rate

• More knowledgeable employees with broader perspectives

• Good role models for employees

References: (Treasury Board Self-Help Guide, 1994) , (Treasury Board, 1995)

Troubleshooting in the Mentor Role

This section contains challenges mentors may experience in the mentor role, and suggests strategies to address these. Mentors are encouraged to participate in our on-line discussion forum.

References:  A, B, C, (Murray & Owen, 1991),(Treasury Board, 1995),(Zachary, 2000),(Shea, 1994) ,(Smith et al., 2001)