Company Mentoring Schemes

Members and companies often approach the IET for guidance on in-company mentoring. The IET provide information on becoming a mentor, finding a mentor and best practice guidance on setting up company mentoring schemes.

Primary focus: In-company Mentoring

The role of the in-company mentor is to guide and support the mentee towards becoming a competent professional engineer.

The mentor can challenge the mentee to enhance their performance and provide valuable guidance and motivation.

The mentor should not be in direct supervision of the mentee, but this can be someone that has knowledge of the mentee's role, so someone working alongside the potential mentee.

The mentor does not need to be professionally registered to mentor, unless the mentee has specified that they want to gain a particular registration category i.e. CEng, IEng, EngTech, ICTTech.

If your company already has an established mentoring scheme, ensure that they are aware of the new relationship. This will help you both keep an eye on how things are going but also to ensure the mentor and mentee have read and understood the policies and procedures that the company have put together surrounding the mentoring scheme.

 

Primary focus: In-company Buddy

This process will also work well for buddying a new starter that has joined the company. Follow the same procedures,and maybe have a check list set up to ensure everything is covered. 

A buddy is similar to a mentor, but rather than a long-term relationship these tend to be short. They will be the ones showing them around the work place, ensuring they know where everything is and contacts within the company. This role is also very beneficial if you are hiring new graduates/ apprentices to the company. The graduates would have never had experience within any work place, having someone they can turn to for support and guidance whilst they adapt to the working life.

 

Mentors can operate independently in all types of organisations, but company schemes have been found to be more effective if they :

  • Have the support of top management;
  • Use carefully selected volunteers, who are well matched to the employees being mentored;
  • Start within a limited pilot scheme mentoring programme, which can be extended as it becomes established;
  • Operate as part of a wider scheme, which is unobtrusively monitored;
  • Are supported by an able co-ordinator, usually a manager or human resources professional, who maintains the programme and ensures that its standard ( and reputation) remains high. Take care to distinguish between the roles of the line managers and mentors to avoid conflicts between concern for task completion and the mentee's training development needs.

 

 

If your company hasn't yet set up a scheme or is looking to do so, please refer to the set up a scheme within your workplace.