JANUARY 2002
www.corporateleadershipcouncil.com
KEY FINDINGS
Supporting the Business episode for Mentoring Programs
THE INCREASING EMPHASIS ON MENTORING . . .
UNDERSTANDING THE IMPACT OF MENTORING PROGRAMS
1,2,3
purpose and keeping top employees has replaced generating profits as the top occupation of most CEOs, according to a panorama conducted by TranSearch due north America in May 1998.1 â€"Minneapolis Star-Tribune
A 1999 survey of over 60 Fortune 500 firms found that precisely 16 percent of proteges intend to quit within the undermentioned 12 months compared with a rate of 35 percent for 4 employees who had not been mentored. Seventy-seven percent of companies responding to a Center for yeasty Leadership survey reported that mentoring programs were effective in increase retention. 5 Merrill Lynch, Federal Express, General Motors, JC Penney, doorbell Labs, DuPont, Sun Microsystems, Charles Schwab, Bell South and Barnett Bank all view 6 mentoring as an inexpensive way to achieve the following strategic goals: reveal future leaders Improve management and staff relationships obtain diversity goals Replace an aging workforce Establish a line of succession
DEVELOPING STRATEGIES TO EVALUATE MENTORING PROGRAMS
THE IMPACT OF MENTORS ON EMPLOYEES AND COMPANIES . . .
belles-lettres suggests that mentoring success may be seen in the following ways:
7
Mentors have an important impact on organizations and individuals. Research provides enjoin of the benefits including higher productivity, better performance ratings, development of leaders, advancement of minorities and bring down turnover. In addition participants acquire greater knowledge of the business, its politics, policies, products and customers.2 â€"Review of Business
Enhanced assimilation of new traineesâ€"mentoring speeds up the eruditeness curve Enhanced innovativeness ameliorate retention rates Improved productivity and performanceâ€"employees involved in mentoring are probably to have...If you want to get a full essay, order it on our website: Orderessay
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