Who Benefits From Mentoring?


While it may seem at first glance that the mentee is the main beneficiary of a mentoring relationship, it is a two-way street. Being mentored by a colleague or superior in their organization helps keep employees informed about the best ways to handle their current cultural situation and provide a feeling of safety and support, which leads to higher morale. However, mentors also benefit from mentoring relationships.

Being a mentor enhances self-determination, which makes mentors feel empowered over their career, leads to personal engagement, and heightens feeling of competence and confidence. Mentors gain validation and satisfaction from applying their experience, strengthening their own influence and social capital, gaining support within the organization, and also building their own succession, which enables their own career development. Other intangible benefits to mentors are promulgating the perception of good judgment, reputation and credibility with peers and superiors.

But it is not just feelings of confidence and security that mentoring generates; it also boosts performance. Managers tend to be rated as better performers when they provide career-related mentoring to their direct reports. Because high performers require attention in order to feel valued and establish a feeling of loyalty to the organization, leaders and potential mentors should note the tendency of high performers (an average of 15 to 20 percent of the workforce) to demand more mentoring and coaching than steady performers (around 70 percent of the workforce).

Mentors are an integral part of an employee’s development, and companies that support mentoring reap the rewards of a more engaged and savvy employee base.

Bettina Neidhardt