By Johann G. Th. Grässe
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Fourth, it should be made clear to participants that the program is not a guaranteed path to promotion. Finally, selection criteria for mentors should be clearly developed and communicated to relevant individuals. ✥✥✥ Heery, William. Diversity management: Corporate mentoring can break the glass ceiling. HR Focus 71:5, May 1994, pp. 17-18. Heery argues that organizations need to recognize the limitations of informal mentoring and initiate the development and implementation of formal mentoring programs.
Bushnell. Formal mentoring programs are no panacea. Management Review 76:2, February 1987, pp. 67-68. The authors argue that too much emphasis has been placed on formal mentoring programs as a critical catalyst for the development of managers. Although mentoring relationships do provide certain developmental functions, a wide range of potential relationships, such as social networks, provide the same functions. Furthermore, mentors who are typically selected to participate in formal mentoring programs because of their recognized talent and ability to teach are also typically the type of individuals who would mentor others without the structure of a formal program.
The program was developed after a company reorganization that required the technical consultants to build individual accounts and develop sales skills. Neither the consultants nor their managers had any sales experience prior to the reorganization. Twenty-two consultants and their managers participated in the program, which consisted of training in both selling and coaching. After training, managers were expected to help their sales consultants apply their newly learned sales skills on the job.