Research shows if mentoring is optional, people who need it the most often decline the opportunity.
500 companies offer some form of mentoring to their employees, hoping to boost performance and bolster retention, among other things. However, hard evidence of firms’ accruing those benefits has been scarce. New research finds that mentorship programs can indeed produce valuable gains—for employees and their firms—but only when they are mandatory. That’s because if mentoring is optional, the people most in need of it tend to decline the opportunity.
In the second part of the experiment, training personnel at the call center asked another group of sales reps whether they wanted a mentor. Those who said yes were randomly divided into two subgroups. People in the first were given mentors, whereas those in the second were told that none were available. The researchers found that mentoring did not produce lasting benefits.
The researchers estimated the call center’s ROI for the mandatory mentoring conducted in the study. Accounting for administrative expenses along with the costs of taking mentors and mentees away from answering calls during their meetings, they calculated that the program generated an ROI of a whopping 870%. “The payoff was quite significant despite the inefficiency and waste,” Stanton says. By contrast, the optional mentoring program’s costs outweighed its revenue gains.
Organizations looking to deploy a limited mentoring program could analyze how new hires do in the first week or two on the job and aim their efforts at the weakest performers, Stanton suggests. Or they could run small-scale mentoring programs as an experiment, analyze participants’ performance and determine who is benefiting, and offer more-intensive mentoring to those individuals.
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