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FEATURED ARTICLE: Why Mentoring Matters
By Cirrelia Thaxton
23 May 2013
Mentoring and/or coaching are techniques used by companies that want to
enrich the job performance of their workers—new and old. Mentoring provides
the opportunity to bring employees together for the purpose of training and
development. Coaching is another name for mentoring in that it, too, involves
cooperative efforts from staff to make one-to-one connections. By analyzing
the beneficial effects of mentoring and coaching programs, one can easily see
that these programs not only help employees but also companies. The purpose
of this essay is to discuss and critique “Mentoring Matters,” an article by Ed
Frauenheim.
First of all, the main issue discussed in Ed Frauenheim’s “Mentoring Matters”
is the effectiveness of modern day talent development programs in firms that
use mentoring strategies. By giving examples of companies that have
mentoring programs, Frauenheim informs the reader about both factual and
statistical evidence to support his claim. For instance, he asserts that 41
percent of firms involve “higher-level executives or emeritus employees” in
order to deal with their succession planning initiatives (Frauenheim, 2006,
para. 5). Thereby, Frauenheim suggests that the evolution of mentoring
programs is a promising occurrence in which companies can better manage
their hiring practices. Referred to as talent development, mentoring programs
often result in cohesive working relationships designed to build successful
businesses.
Accordingly, “Mentoring Matters” is a very good example of an article that
reflects the objectives of this course. Similar to coaching, mentoring benefits
executives from high to low levels of occupational status. Not only do the
mentors help their protégés to understand company protocol, but the
protégés also help the mentors to build and maintain key management
skills. For instance, mentors assist junior executives seeking senior
positions, and mentors also review training sessions for their protégés
(Frauenheim, 2006). Therefore, in mentoring companies, there is generally
a productive atmosphere in which staff interacts to make progress and
strengthen their careers. These one-on-one coaching moments provide all
staff members with an environment of advocacy and support.
In analysis, I feel that the premise of this article is very important to the
education and training of business executives. Without a nurturing job
environment, I believe that most workers feel estranged from their
working conditions and do not put forth their best effort to succeed. As
Frauenheim (2006) has described in this article, mentoring is a catalyst,
which triggers employees’ talent development as well as a cultural shift
in the whole company. Hence, mentoring and coaching are vital elements
for the success of any company from the top to the bottom. Because most
people expect new workers to be well-trained and competent in their
positions, mentoring strategies are crucial for the success of human
resources management. New workers learn the ropes from seasoned
professionals, who, in turn, strive to give the new workers company-
specific guidance. The dynamics of mentoring programs are, therefore,
effective for the growth and development of better employees.
To conclude, in “Mentoring Matters,” Frauenheim aptly deals with the
issue of corporate mentoring programs. He makes it clear that he supports
these programs because of their potential to develop employees’ talent
across departments and down the corporate ladder. Offering facts,
statistics, and opinions, Frauenheim also supports his thesis, which claims
that mentoring is an old, but successful, strategy in the area of leadership
development. Consequently, this article is effective in its presentation of a
popular issue and in its development of key points that illuminate the thesis.
From this article, most readers learn how important mentoring is to talent
and leadership development within the field of business and management.
References
Frauenheim, E. (2006). Mentoring matters. Retrieved from
http://www.workforce.com/apps/pbcs.dll/article?AID=/20060113/NEWS02/301139986&template=printarticle
