Is mentorship already part of your HR strategy?
According to research, the concept has grown to be a defining competence in your personnel policy. If you have to spend a lot more time and money on searching and finding new employees, for already established reasons, it makes sense that we make sure that the integration of new colleagues in our organizational structures is as successful as possible.
If you know that a selection error can quickly add up to an average cost of x euros after six months, it would seem worthwhile to see the potential of the mentorship concept. In the following paragraphs, we explain a number of aspects without being exhaustive.
Why do we need mentors?
As a matter of fact, certain aspects of the on-boarding process of a new colleague take more time and effort then they did five years ago. Their training programs, in particular, take twice as much time. Diversity in the workplace entails a more complex environment. A good start-off is crucial, given its direct impact on the rapid identification of the employee with the values and norms of the company. A short feedback chain ensures alignment between the workplace and the company policy and helps to develop better procedures.
What can be the tasks of a mentor?
Mentors can contribute in a very concrete way to the integration of new employees, as they support team building in the workplace, ensure an optimization of the learning process and advocate a positive company culture. We zoom in on a number of these topics. Integration of the new employee. After the contract negotiation, the start-up of the new employee is the first real introduction to the company and the team. At the conclusion of the selection procedure, there is sometimes a certain risk of overselling: the employer persuades the new colleague about the company, and the new colleague persuades the employer of their competences. In other words, there is a need to adjust the expectation and to accept the conditions. The fact that the forming and storming - in group dynamic terms - does indeed take place at the on-boarding of the new employee and is not neglected by the mentor, ensures that the chances of rapid integration increase considerably.
A mentor guides a new colleague to the commitment phase as quickly as possible, with specific attention to the "first impression" and he also ensures that the so-called "hazing" does not end up in the cracks.
A mentor can also contribute to the optimization of the learning curve by removing as much negative stress as possible. The mentor knows the phases of the learning trajectory for the specific job; he contributes to one of the most powerful learning methods, namely framing and learning by example. Mentors also stimulate the culture of knowledge sharing in the workplace.
And finally a mentor gives immediate insight into the “internal codes” of the workplace: just think of things like smoke breaks, permanent places, use of fridge or other, coffee and other customs, telephones, vacation planning, etc.
Who can feel called to mentoring?
A mentor is preferably not a manager, but someone with knowledge. A colleague with at least five years of work experience in the role or team is ideal. Mentors do this voluntarily and have a good portion of patience, and strengthen communication skills. It goes without saying that they are ambassadors for the corporate culture and organization.
Mentorship becomes a determining factor in retention policy. In the first three to six months after the on-boarding, the risk of abandonment is very high and it can still rise. There is not yet a strong bond with colleagues, intrinsic motivation is still limited and there are many doubts and uncertainties. A mentor helps to create moments of success during the on-boarding, which is crucial for the intrinsic motivation and the sense of mastery.
Have we convinced you? Know then that the government offers Mentorship discounts and also welfare checks to, for example, also support this financially. There are also mentoring courses offered by HR partners. And finally, perhaps you understand better now why we are working effectively with Rainbow Resources Group on a good follow-up of our candidate in the first six months, the feedback we can give you by regularly calling our candidates in the first six months, can help you with your retention policy. Our trust relationship with the candidate, gives us access to a lot of useful feedback.
Thanks to Mr. Marc Corijn, business manager PuuHR.