Using Mentorship to Build Connections in a Hybrid Workplace

Reimagining mentorship may be part of the solution for building professional connections, developing careers, and creating a sense of belonging. Fashioning a new mold for mentoring programs can help organizations address the unmet needs of today’s workforce.

Insights for What’s Ahead

To increase retention rates and provide a more positive employee experience, organizations are leveraging mentorship as a partial solution to talent shortages. Heading into a post-COVID-19 recovery, 50 percent of CEOs globally cite recruitment and retention of top talent as their most critical human capital focus.[2] Mentorship programs are a low-cost, high-quality development strategy that signals to employees that the organization is committed to their career development goals. From an organizational perspective, mentorship also reduces the need for outside recruiting for higher-level roles. As employees move up the ladder, mentors can help them build skills critical to meeting the needs of their next role.

To gain the most value from mentorship programs and ensure program effectiveness, companies can take a multipronged approach, using both existing collaboration channels (e.g., Teams, Zoom, Slack) and more formal online mentorship platforms. Employing platforms designed for more casual collaboration coupled with structured mentorship software allows mentor/mentee pairs to build the kind of personalized program that will foster a productive relationship. The combined approach can also confirm alignment between individual goals and overall organizational needs.

As organizations focus anew on addressing DEI challenges, implementing mentorship programs can provide development opportunities that include all employees, especially those who may not be well represented in the workforce. In the hybrid world of work, organizations now face added layers of complexity in addressing inclusion challenges. For employees from underrepresented backgrounds, mentorship programs can be a key aspect of career development. Organizations that commit to effectively fostering inclusion in the reimagined workplace are likely to thrive now and in the future.[3]

Networking in a hybrid world will look different; mentorship can help employees build the networks they need both to feel a sense of belonging and to advance their careers. Remote work poses a major obstacle for employees looking to organically build their professional networks. Setting aside a dedicated time for employees to connect withmentors can establish meaningful relationships, foster an environment where employee needs are seen and heard, and create a safe space to learn even when mistakes are made.

Mentor training and clearly defined success metrics are crucial to maximizing the impact of mentorship and building a business case for future program investments. A productive mentorship program relies on mentors who are well prepared. Organizations should provide mentors with the resources to ensure success, such as a playbook that defines the role of the mentor and the structure of the program. Less formal training materials can also include tips and tricks for mentors to refer to when presented with new situations. Mentors should also clearly understand what the program is setting out to achieve and how success is measured. Tangible program metrics can drive both engagement and leadership buy-in.

The Value of Mentorship

Organizations are rethinking their mentorship programs to meet the ever-changing needs and concerns of their hybrid workforce. They now feel greater urgency to support employees’ sense of connection to the workplace and their perception of opportunities for advancement, both of which can affect employee experience. About 35 percent of the nearly 2,500 remote workers who responded to a recent survey by The Conference Board worry that missing out on the benefits of showing up in the workplace, namely visibility and exposure, will translate into limited upward mobility.[4]

In terms of improving diversity, mentorship can be more effective than other traditional diversity initiatives: minorities and women with opportunities to participate in mentoring programs are promoted and retained at more than double the rate of those who are not mentored (15 percent to 38 percent).[5] Deloitte, a global consulting firm, launched the Model your future…with Deloitte Access Economics mentoring program to directly support professional young women as they pursue career paths in economics and policy. The 2021 program is presented in a hybrid format where much of the content can be delivered or presented virtually while also including in-person elements whenever viable.

The virtual workplace limits opportunity for employees to organically build professional relationships that can advance their careers. Some 58 percent of remote workers in our recent survey say they are concerned about lack of connection with their colleagues, a finding that likely reflects decreasing levels of engagement and a diminished sense of well-being.[6] Without opportunities to build an internal support system, employees may never be able to truly connect to the organization. This lack of connectedness can potentially add to the loneliness of remote work and feelings of displacement, especially for new hires.

Flexible mentorship programs that include virtual communication tools offer opportunities for both professional and personal interaction. Mentor/mentee pairs can choose to build rapport in a way that evolves organically to meet their individual needs. Seemingly small interactions can go a long way in the virtual world. Five-minute check-ins to ask how the mentee is doing personally help create a sense of connection. One nonprofit organization, America Needs You, has mentorship pairs share their life stories by having one person speak, uninterrupted, for three minutes.[7] In doing so, mentor and mentee have the opportunity to build a stronger relationship and understanding of each other’s experience.

Investments in mentorship can provide value in terms of overall organizational performance by retaining, engaging, and developing employees. When they demonstrate a willingness to invest time and internal resources into helping employees reach their aspirations, organizations are more likely to retain their workforce and improve job satisfaction.[8] In fact, a 2006 case study at Sun Microsystems found higher retention rates for mentees (72 percent) and mentors (69 percent) compared to a less than 50 percent retention rate of employees not part of the mentorship program.[9]

Restructuring mentorship programs to fit the hybrid world of work, including outlining clear success metrics, can ensure both the organization and its employees thrive. These metrics can include dimensions directly related to the mentee, such as achievement of learning goals, or to the organization, such as increased retention rates. Prior to establishing mentor/mentee pairings, it should be clear that the mentor’s skills and experience apply to the developmental needs of the mentee. Appropriately prepared mentors can guide employees as they learn skills to successfully grapple with challenges and navigate the reimagined workplace. With such guidance and support, employees can learn and perform through disruptions to ensure successful business outcomes.

“I really do think that the modern mentoring model has to be a combination of modeling behavior and coaching people, but also giving people really big opportunities that allow them to stretch and then being there as a sounding board to help when people need help."[10]

– Andy Jassy, CEO of Amazon

Potential Challenges and Pitfalls of Mentorship Programs

Lack of senior leadership buy-in and participation. To transform senior leaders into mentors, those responsible for mentorship programs need to convey the benefits of participation in a way that is meaningful to the leaders themselves. Growth and development do not halt at the senior level; becoming mentors allows leaders to step back from their day-to-day demands and reflect on their personal goals while also getting in touch with the broader needs of their workforce. The events of 2020–21 have highlighted the importance of agility, resilience, and change management, and senior leaders can shape the future of their organization by modeling continuous learning even as they mentor the next generation of leaders.

Unclear structure Mentorship programs need to have structure with room for the mentor/mentee relationship to develop organically. The structure should be simple and clear so those involved know what to do and can create a productive environment. Without any direction, a mentorship meeting may become just another task and fall short of expectations. Lack of direction can be especially harmful in a hybrid setting where employees are already experiencing “Zoom fatigue.”

Poor execution. Not every mentorship pairing will succeed, and a series of unsuitable pairings indicates that the program itself needs work. When program outcomes show ineffectiveness or a drop-off in engagement, the organization should elicit feedback from both mentees and mentors to determine where the problems are occurring and mitigate them. One common challenge is a lack of accountability on one side of the relationship. Are the mentor’s skills a good fit with the mentee’s goals? Is the choice of online platform hindering one of the participants? Discovering and addressing the pain points on both sides can improve future outcomes.

Virtual Mentorship Technologies

To enable virtual mentorship programs, organizations will need to assess and determine what available technology will best fit program goals. Companies can use formal online mentoring platforms (examples provided below) as well as already familiar collaboration software (i.e., Teams, Slack, Zoom). The mentor/mentee pair should be given options for how to connect to find what will work best.[11] To ensure a smooth process, the pair should be trained on using more formal online mentorship tools and technologies. Software solutions should focus on the success of the mentoring relationship both in terms of meeting personal goals and overall organizational impact.

Getting the Most out of Virtual Mentorship Programs

Virtual mentorship can improve the way employees connect in the hybrid workplace. Previous barriers, such as geographical location or lack of access to a wide pool of talent, no longer exist with expanded technological capabilities that allow people to connect anytime, anyplace. Employees expect career development opportunities, challenging organizations to redefine their talent management practices. An updated approach to mentorship that includes modeled behavior and simultaneous coaching, presenting opportunities for stretch assignments while providing active support and feedback on performance, may hold the key.

“Being in a leadership position myself, I believe the idea of mentorship is invaluable. It’s vital not only for career progression but also to learn more about where the company is headed and how to play a part in this evolution.”[12]

– Irmgard Glasmacher, Managing Director for Accenture Strategy

Be clear about the program’s purpose and its components. Setting clear expectations about the purpose of the program is imperative to align mentorship strategy across the organization. Where there are multiple types of mentorship programs, differentiation of purpose becomes even more important. Employees should be clear on exactly what the program will entail in terms of not only purpose, but also level of commitment, structure, and content.

• In a Hybrid Workplace… to communicate available mentorship programs, those responsible for the programs should create an easy-to-understand one-pager highlighting aspects of each program. They should make this document widely available through multiple communication channels and encourage employees to ask questions. Linking a virtual question board prepopulated with FAQs can help facilitate discussion.

Define success metrics. Measuring the success of mentorship programs is crucial to perceiving and communicating success. Without the means to show stakeholders tangible results, there is a risk of disillusionment with mentorship initiatives, which in turn can create doubt about program effectiveness.

• In a Hybrid Workplace… organizations can leverage analytics from online mentorship software and personally documented progression toward development goals from mentor/mentee meetings to outline success metrics. The metrics should focus on both employee development and overall improvements in the organization. For employees, achieving developmental goals tied to performance management is a marker of success. For organizations, retention, engagement, and promotion rates are all clearly measurable dimensions.

Set goals and objectives. Clearly defined goals and objectives for both the mentor and mentee provide a road map by which the pair can gauge progress and adjust where needed. This process ensures the mentorship program is progressing toward developmental goals. Lyft Inc., a rideshare mobile app developer, encourages mentor/mentee pairs to keep a running document recording past action items that they can use as a guide during meetings.[13]

• In a Hybrid Workplace… mentor/mentee pairs can choose from a wide array of online collaboration tools, such as live documents on platforms such as Google Docs, that provide a central place for updates on progression or shifts in goals and offer asynchronous engagement in the mentorship program. To start, the pair should set main goals for the course of the program, then use short surveys or worksheets to outline perceived progress. The results of these exercises can guide future conversations during meetings and keep an open, honest dialogue between the pair.

Promote mentorship program engagement. To provide the most organizational value, mentee and mentor must both be motivated to actively participate in the relationship. Organizations need to find creative ways to build excitement around the program and attract those with motivation to participate.

• In a Hybrid Workplace… framing mentorship as both a personal development opportunity and a chance to build connections in a virtual setting can serve as a powerful motivator. Highlighting the networking opportunity virtual mentorship provides can address employee concerns about lack of visibility in and connection with the organization. Sharing mentor/mentee stories with the rest of the organization can also help other employees see the meaning and benefits of mentorship programs.

In the hybrid workplace, many elements of daily office life have either changed or ceased to exist. Relationships no longer evolve through day-to-day office interactions as they did prepandemic. And employees may no longer feel a strong connection to the overall organizational culture now that they mainly interact only with their own immediate teams. Without in-person opportunities to build professional networks and support career advancement, employees need new ways to fill in the gaps.