Employee engagement is key in the hybrid workplace era. But only if mentorship schemes aren’t used as a HR tick-box exercise.
Managers and HR professionals have been forced to adapt as a result of the work-from home revolution.
Employers must meet the new expectations of the generations entering the workforce to retain the best talent.
One trap I have seen too many managers fall in is that they believe that working from home means that you are not engaged with your work. This is not the case.
Employees often view mentorship programs with skepticism and derision. It is because the programmes are not seen to be genuine attempts at engaging employees and developing their skills.
The new generations of workers still want growth and development in their careers as much as previous generations. Recent studies have shown that employee engagement is now driven by development in the form career advancement, learning new skills and personal growth.
The HR professional’s biggest challenge in retaining early career talent is finding a way to satisfy these expectations of personal development, especially with the advent of work-from home. They reach straight for the robust and comprehensive mentoring schemes in their arsenal.
Mentorship programmes are too often restricted to senior executives and rare for mid- and entry-level workers. This must change and junior employees should be given priority. It is the fastest and most effective way for organisations to shape the talent of the future.
First, mentorship schemes can attract the best talent by enhancing their skills. Informal learning is a great way for junior employees to learn – by observing their colleagues, taking part in spontaneous discussions, or receiving immediate feedback. Remote working reduces exposure to such situations.
Leaders must be clever in how they redefine mentorship for the world of hybrid and remote working. It doesn’t matter if the mentor is located in another city or region from their mentee. This deficit can be balanced by spending at least an hour per week with a mentor who is two or more levels senior to them and works outside of their normal work stream and hierarchy. Mentors can assist junior employees in identifying skill gaps, setting career goals and developing personalised growth plans. This targeted approach allows employees to continue learning and growing, even if they aren’t physically present at the office.
This is not only beneficial to the employee but also to the organisation, as it allows them to understand the needs of their employees and make dynamic decisions based on that understanding.
Employee turnover is expensive, both in terms of financial costs and organisational knowledge.
Feeling of loyalty
Mentorship programmes can play a crucial role in reducing this problem by encouraging a sense loyalty and commitment from employees, and connecting them with senior and mid-level staff. Junior workers are more likely to remain with an organisation when they feel supported and can see that the company is investing in their professional and personal growth. It is also an effective way to boost productivity across the business. Employees will feel more connected and valued, as well as feeling like they are part of a company that allows them to grow.
Mentorship is a great way for employees to express their concerns, provide feedback informally and report to senior staff. This backchannel can be crucial for executives who make decisions to fully understand the impact of their potential actions on their employees, especially when junior staff are hesitant to provide feedback in an open and formal setting. Mentorship programs that are comprehensive can increase the resilience of the organisation as a group, insulating it better, because senior staff know how changes in direction and strategic decisions will affect their employees. The benefits of a constant feedback loop in an environment defined by economic shocks and geopolitical instability as well as technological disruption cannot be overstated.
Rounded Training
Employees often view mentorship programs with skepticism and derision. It is because the mentorship programme becomes a HR tick-box exercise, rather than an attempt to engage and develop employees’ skills. Also, it can be used as a way to get feedback from employees. It can have a huge impact if mentors are given rounded training, and if budget is allocated to make the scheme a success.
Mentorship is more than just a simple way to develop employees’ skills and learning. If companies want to be successful in the new work-from home era, attract top talent, and avoid churning then they must see it as something else. When mentorship is integrated across the organization with the goal of improving employees’ learning and skills, it can be the fastest way to foster engagement.
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