MENTORING

PROGRAMME
GUIDANCE
STEP-BY-STEP
3
GUIDE

The tools you need to run your programme

2 Mentoring Programme Guidance | Step-by-Step Guide | Introduction

We recognise that there are many challenges to

managing a Mentoring Programme. This guidance
has been developed to provide Mentor Programme
Coordinators with a step-by-step guide to deliver a
successful formal Mentoring Programme.
Depending on the resources available it may
be better to start with an informal mentoring
programme (defined below), loosely adapting
aspects of the guidance that follows, or attending
and/or organising a Speed Mentoring event using
our Toolkit.

Photographs by Pari Naderi

3 Mentoring Programme Guidance

Guidance for new and

existing programmes
The guidance is structured to help
those starting a new programme but
also to provide information for those
seeking to change elements of an
existing programme.
By following this step-by-step
guide you can be confident that you’re
implementing tried and tested methods
of developing, managing and evaluating
a formal mentor programme.
How your programme is scoped and
designed will impact on the rest of the
programme. It is therefore important
that all the sections of the guidance
are read before setting in place
your programme.
4 Mentoring Programme Guidance | Step-by-Step Guide | Contents

1 2 3 4 5
Introduction Design and planning Programme
to mentoring 10 steps management Operations delivery Evaluation
What is mentoring? Programme management Management group Recruitment and selection Programme evaluation
Types of mentoring Define your target audience Management of Training mentors and
programme information briefing mentees
What type of programme
will you offer? Programme monitoring Matching mentors
Resources Staff development and mentees

What are the Marketing The mentoring relationship

programme goals? Recognition and reward
Risk management
Mentor Champion
Recruitment and matching
Training and development
Delivery
Programme evaluation
5 Mentoring Programme Guidance | Step-by-Step Guide

Introduction
to mentoring
Mentoring is a professional relationship that can develop
between an experienced colleague, the mentor, and a junior
or less experienced colleague, the mentee. Mentoring
provides opportunities for mentors to offer guidance, and
access to networks and contacts which will help to fulfil the
mentee’s potential as a productive and satisfied employee.
It is important to understand that mentoring is not a
counselling or an appraisal relationship. As such the mentor
should not be the mentee’s immediate line manager.
1
6 Mentoring Programme Guidance | Step-by-Step Guide | Section 1: Introduction to mentoring

Types of mentoring
Informal Formal E-mentoring Group mentoring
Mentoring is arranged informally by Formal mentoring is part of a business E-mentoring takes place on-line and Group mentoring provides a method
both the mentor and mentee. The development programme with an does not involve regular face-to-face of support when there are not enough
method of matching people is also the agreed structure to achieve clear goals meetings. It can be set up in the same mentors to work with the number of
mentor and mentee’s choice. Goals and and outcomes. The process of recruiting way as formal mentoring to enable mentees wanting to take part in the
outcomes may or may not be set, and people for the programme should practices and individuals who are not programme. This method can be fairly
the management of the mentoring is include an application process. able to meet regularly to overcome labour intensive for the mentor and
totally controlled by the mentor and Identifying who people are matched with geographical barriers. requires more co-ordination to follow up
mentee. The times, places and regularity should be based on an appropriate skill work. However it can work well for the
of the meetings are casual. level of the mentor and their ability to mentees as they gain greater exposure
help further the mentee’s career. to group thinking and problem-solving.
There should be a mentoring agreement The RIBA recommends that, where
in place which sets out the regularity of possible, formal mentoring is used.
meetings, how information will be However informal mentoring, including
recorded and evaluated, and a clear attending Speed Mentoring events,
end date for the arrangement. provides both the mentor and mentee
with a chance to experiment with the
process without committing too much
time or resources. Whichever method
is chosen it is important to ensure
that the relationship is conducted in a
professional and supportive way.

Listen to Virginia and Lucy comparing

different types of mentoring.

Contents
7 Mentoring Programme Guidance | Step-by-Step Guide

Design and
planning
In order to set up a well-managed and organised programme,
it is important that the key elements - who, what, where, when,
and how - of the programme are clearly understood, designed
and planned. Scoping out this information at the start ensures
that the programme will support the mentors and mentees and
meet the needs of the business.
Programme design and planning provides you with a
structure of how the programme is managed, delivered, and
evaluated. By planning in advance how you will co-ordinate your
programme you can be sure that there will be no surprises or
complications later on. Sections three, four and five will provide
2
more detail about how to deliver your programme.
8 Mentoring Programme Guidance | Step-by-Step Guide | Section 2

Identify the need Programme

and support design
In getting to this stage of the process The programme design element will
you have already established that there help you understand:
is a need for the programme. However it • how the programme will be managed
is important to also establish that you
• your target audience
have the support of a senior member of
staff, a Mentoring Programme • the type of mentoring you will use
Champion, and mentors and mentees for the programme
who are ready to take part in the • where mentoring will take place
programme. Information sheets about • what your desired outcomes from
the programme will help you gauge the the programme are
level of interest.. • who you will need to support the
programme
• how you will recruit and match
mentors and mentees
• what training and development is
required
• timescales for delivery
• how the programme will be evaluated

Contents
9 Mentoring Programme Guidance | Step-by-Step Guide | Section 2: 10 steps

1
Programme management
The Mentoring Programme The co-ordinator should also
2
Define your target audience
Co‑ordinator will need to have strong be involved in the evaluation of Mentees Mentors
leadership abilities, management skills the programme on a regular basis, It is important to be clear about who you Once you understand who you are
and be able to manage a wide range and provide support to the Mentor want to take part in the programme. targeting to be mentees for the
of responsibilities. Programme Programme Champion. Mentoring can be used to support many programme, you then need to consider
management is more than the groups to help them reach their full the people you need as mentors.
administration for the programme. potential including: Setting the criteria for mentors will help
The co-ordinator will also need to set • small or sole practitioners who are you when writing the application forms
out the policies and procedures for seeking to develop their business and accompanying information.
recruitment, set the matching criteria, There is no reason why the mentors
• people seeking to return to work after
arrange the training and development must reflect the range or diversity
a career break
of the mentors, and the briefing of the of the mentees. However, in order to
• people who are underrepresented in understand what might be issues for,
mentees. They will modify the sample
the work place and at management or barriers to, employment progression,
paperwork to make it fit for purpose for
levels it is recognised that mentors with
the practice. They will also be a
sounding board for the mentors and • students and or young people similar professional experiences to the
will need to ensure that the programme entering the profession mentees will make the best mentors.
is being delivered in line with the aims • anyone who is seeking advice about
and objectives of the practice. a career move

Contents
10 Mentoring Programme Guidance | Step-by-Step Guide | Section 2: 10 steps

3
What type of programme will you offer?
As set out in the introduction, there are many different types of mentoring which are
4
Resources
Mentoring programmes can and should
5
What are the
programme goals?
suitable for this programme: formal, e-mentoring, and group mentoring. Things to be inexpensive. However, you need to
When designing your programme it’s
consider when designing your programme are: consider the impact of co-ordinating,
important to set out what your aims and
monitoring and evaluating the
Formal and e-mentoring Group mentoring objectives are. Setting realistic and
programme. Will the Mentoring
Do you have enough mentors interested Do you have the facilities for group measurable goals with a timeline for
Programme Co-ordinator role form part
in taking part for the number of sessions and can both mentors and delivery is essential for a successful
of the person’s current role, or is it an
mentees? mentees access them without the need Mentoring Programme. Are you trying to
addition to their job description and
E-mentoring for excess travel? increase diversity at a certain level of
therefore require additional resources?
Do the mentors and mentees have the Speed mentoring your practice? Can these be matched
Could the role be undertaken by your
facilities for on-line mentoring, for This is a useful and informal way to against a business objective, such as
training and development team to help
example video meetings using introduce the idea of mentoring and succession planning?
reduce costs?
FaceTime or Skype? providing people with a quick and Training and development for the
inexpensive way of finding a mentor. Mentoring Programme Co-ordinator
For more information have a look at and mentors can be delivered through
our Mentoring Toolkit. access to local providers, but there is
likely to be a cost implication. If you
already have members of staff who
have been Mentoring Programme
Co‑ordinators or mentors in different
roles then using their skills to deliver the
programme will also reduce costs.

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11 Mentoring Programme Guidance | Step-by-Step Guide | Section 2: 10 steps

6
Mentoring Programme Champion
In order to get traction for the Mentoring Programme Co-ordinator
7
Recruitment and matching
The marketing strategy for recruiting start. Two or more people should be
programme it’s important that a senior may be the same person. Either way, mentors and mentees needs to be very involved in this process to provide
partner or director is involved from the establishing who the Mentoring clear about what the programme offers different opinions. Possible support for
start. They need to ‘champion’ the Programme Champion is and identifying with regard to personal professional this process could be sought from the
programme with other senior staff, to them for the whole practice is an development, what is required of the Mentoring Programme Co-ordinator,
provide support and guidance to the important marketing and internal mentors and mentees, what training will HR, your Mentoring Programme
Mentoring Programme Champion and communications tool. be provided, and support they can Champion, or other senior staff from
to actively promote the programme If you have a senior member of staff expect from the Mentoring Programme smaller practices who will be part of the
across the practice. Sometimes the who has been involved in mentoring Co-ordinator. 80:20 initiative.
Mentoring Programme Champion may before, they will be able to provide The application forms need to Speed Mentoring events (explained
themselves have promoted the insight into the best ways to promote provide as much information as in the Mentoring Toolkit) can be used
establishment of a Mentoring and support the programme. possible for the Mentoring Programme to help promote the programme and
Programme. In other cases the Co‑ordinator to be able to facilitate the to provide a more informal way of
Mentoring Programme Champion and best possible match. generating interest in the programme.
Once the applications have been
received the matching process can

Contents
12 Mentoring Programme Guidance | Step-by-Step Guide | Section 2: 10 steps

8
Training and
development
9
Delivery
The design and planning stage will
10
Programme evaluation
Before the start of the programme, it is
provide you with space to carefully map important to set out how, when and by
Training will help mentors to gain Listen to Darren and Tayseer talk
out the programme from start to finish. whom the programme will be evaluated. about confidence, philosophy and
confidence in their ability to support
Understanding the time required to get External help can be sought but this will practical benefits of mentoring
their mentees. It will provide them with
the programme up and running, to also add additional cost to the
the right skill set for the programme and
support the ongoing work once the programme. Internal ongoing evaluation
answer the many questions they are
recruitment and matching phase has by people known to the mentors and
likely to have. Training also provides an
been completed, and to provide ongoing mentees can help to provide an
opportunity for the mentors to seek
support through to evaluation will environment where people can be open
peer support.
ensure that the programme is delivered and honest, and therefore possibly add
You will need to establish when,
in a positive, stress-free environment. more value to the process.
where and how much training and
This will help to increase the chance of
support your mentors will need and
success and an ongoing programme
to set a budget. As the programme is
of delivery.
helping to deliver your practice’s CPD,
Appendix 1:
HR or your training and development
Programme design and
department should be able to help you
planning check list
with this aspect of the planning.
Appendix 2:
Programme timeline check list

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13 Mentoring Programme Guidance | Step-by-Step Guide

Programme
management
The first steps to manage a successful programme are to
set in place a clear accountable programme management
system. There are many elements to this which include:
•
•
•
•
•
•
management group
management of programme information
programme monitoring
staff development
marketing
risk assessment
3
14 Mentoring Programme Guidance | Step-by-Step Guide | Section 3: Programme management

Management group Management of Programme

A well-supported formal programme is Each member of the management programme information monitoring
more likely to succeed if the programme team should have clear responsibilities
The Mentoring Programme Co‑ordinator The collection of diversity data is also
is supported by a group. However the for specific aspects of delivering and
and administrative support will have an important part of any formal
size and scope of your management managing the scheme.
responsibility for the management of programme to ensure that you are
group will be dependent on the size of The programme management group
programme paperwork and for reaching all sections of your workforce.
your programme budget and would will be responsible as a whole for:
maintaining any financial records. It is It will also help you to evaluate if the
ideally include: • setting the aims and objectives of the important therefore to set up these programme has reached the targeted
• Mentoring Programme Coordinator programme to ensure they meet the controls at the start of the programme. groups set out in your programme
• Mentoring Programme Champion business needs All mentor and mentee communication design and planning phase.
• HR representative and • training and development should be stored and accessed in the Programme management also
• administrative support • policy and procedures same way as your HR information. includes monitoring and feedback from
• marketing and promotion of the the mentors and mentees throughout
If you are working in a large the programme. This information will
architectural practice you may be able programme
form the cornerstone of your evaluation
to access additional support from: • budget setting process. It is important therefore that
• training and development • risk assessment both mentors and mentees are aware of
• IT • resolving any strategic or the need to complete this work as part
• communications programme issues of the overall programme.
• evaluation It is important to monitor the
• a senior partner from another
programme to make sure it is delivering
practice if the programme includes
the stated aims and objectives. If for any
the 80:20 initiative
reason the programme is not delivering
• an experienced mentor the desired business outcomes then the
management group will need to address
this and put in place changes to bring
the programme back on track.

Contents
15 Mentoring Programme Guidance | Step-by-Step Guide | Section 3: Programme management

Staff development Creating a brand around the

programme will help people to
Risk management The risk management policy also
needs to include:
Training and development of mentors recognise marketing and promotional A risk management policy is advisable • complaints procedures – this should
and briefings for mentees can be material and will help you stand out to ensure the management group are follow your HR policy, but be aware
delivered by professionals or in-house if from the other programmes, projects aware of the likely risks and have that if you’re working with other
you have the expertise. Mentor training and activities within the practice. strategies in place to address risks practices or sole practitioners they
and mentee briefings should be a Celebrate and recognise your within the programme. may have a different policy
minimum of two hours. Providing mentors and mentees throughout the A written code of conduct for both • a process for the termination of
opportunities for both mentors and programme. Ask them to talk and write the mentors and mentees will help to agreements
mentees to meet at least two or three about their experiences, as this will reduce instances of misunderstandings.
times throughout the year to share their help to attract new people onto the Areas to consider in the code are:
experiences will provide them with an programme and demonstrate that the • where and when meetings take place
open forum to learn from each other. practice is backing the programme.
• regularity of meetings
Consider adding information to
• methods of contact
Marketing your website to promote the practice’s
commitment to the programme, making • use of social media
You will need to work with your you stand out from the crowd and • confidentiality and privacy
communications and/or marketing attracting people to join. • timescales for the programme –
team (if you have one), to develop a Another aspect to consider when what happens next
marketing plan and materials for the marketing the programme is how you
will promote the practice’s commitment • working towards the agreed aims and
programme. This is an important aspect
to the programme; consider adding objectives Appendix 3:
of ensuring you attract your target
audience and inform them of your aims information to your website, which in • gifts and hospitality Checklist for programme
and objectives. Using different methods turn can help to attract people to join management
of communication, for example email, the practice and make you stand out
company newsletter, screen savers, from the crowd.
intranet postings, posters, lunch time
briefings and flyers, are all good ways of
getting the message out to the practice.

Contents
16 Mentoring Programme Guidance | Step-by-Step Guide

Operations
delivery
Section four provides you with the information you need to
run your programme effectively, covering the following areas:
• recruitment of mentors and mentees
• training mentors and briefing mentees
• matching mentors and mentees
• the mentoring relationship
• recognition and reward
This practical section will give you the confidence that
you have all the information you need to run an effective and
4
successful programme.
17 Mentoring Programme Guidance | Step-by-Step Guide | Section 4: Operations delivery

Recruitment and selection
Recruiting mentors and mentees who The mentor application form could You will need to recognise that not someone may not be suitable, but you
will add quality to your programme is include the following: all mentors or mentees will match your need to be aware of the following:
more important than quantity. Your • a profile of the applicant – planned outputs. Put in place a process • people who do not have enough time
recruitment plan should focus on role, interests, experiences to inform them that they have been to commit to the programme
ensuring you gather enough information unsuccessful or work with them to
• qualifications • anyone applying because they feel
about the mentors and mentees to refine their expectations. It is important
• areas they feel they can provide it gives them status or promotion
enable you to match them and deliver to provide feedback at this stage so
support to the mentees prospects, rather than what they can
against your organisational aims the programme does not generate any
bring to the programme
and objectives. • past experience of mentoring negative perceptions in the practice.
Whether you’re running an informal Once you have recruited your • people who are not open to new ideas
• why they want to become a mentor
or formal mentoring programme the mentors and mentees you should send or keen to learn themselves
• preferred location
application process should provide them a letter, welcoming them to the • people more interested in what the
• contact details mentee can do for them
the applicants with a brief description programme and setting out the next
of the programme, the expected aims, The mentee application form could steps. Having a standard template will • people who do not have the skills
objectives and outcomes as well as include the following: save you time and will ensure everyone which match your programme needs
details of the training, support and time • a profile of the applicant – receives the same information. If you’re not sure that a mentor is
commitments. Use the information and role, interests, experiences It is important that participation suitable, then offer them an interview so
audio clips on the RIBA Mentoring Hub • qualifications in the programme is voluntary. Line you can gain more of an insight into why
(architecture.com/mentoring) to provide managers can encourage people, but they want to join the programme.
an overview for any prospective mentor • areas they feel a mentor can help it needs to be their choice. The right
them develop Selecting mentees is very different
and mentee. marketing plan should result in people to the selection of mentors. They may
• goals and aspirations coming forward because they see not be as clear about what they need or
• why they want to join the programme the benefits to their careers and for expect from the programme. However
• work location themselves. as long as they are willing to take part
The screening process needs to and demonstrate the right attitude and
• contact details
identify prospective mentors who will commitment they should be encouraged
not be suitable for the programme. to participate.
There are no set down reasons why

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18 Mentoring Programme Guidance | Step-by-Step Guide | Section 4: Operations delivery

Training mentors and briefing mentees

Providing training support for mentors The training and briefings could include The mentor training will aim to help the The mentee briefing will help to:
and mentees provides them with an the following: mentors to: • address any concerns they have
opportunity to meet with other • an overview of the programme • become more skilled in developing • discuss the expectations of the
participants in an informal setting. their role
• an outline of the programme aims mentees
The management group should also
and objectives • understand the challenges their • explain what the mentors can and
attend the sessions to help establish
• details about how mentors and mentees may be facing cannot do
their commitment to the programme
from the start. mentees will be matched • provide advice on goal setting and • help them to start to think about their
• details about the commitment problem solving own goal-setting
required, including time, frequency • understand the impact they will have • inform them about what to do if the
and the need to be flexible on their mentee programme is not working out
• benefits and rewards • develop a professional mentor
• programme policy and procedures relationship
• what is expected of the mentor / • manage expectations
mentee • understand what they can and can’t
• programme paperwork do in their role
• feedback and evaluation process

Listen to Anna and Tara talk

about benefits of mentoring to
the profession and society

Contents
19 Mentoring Programme Guidance | Step-by-Step Guide | Section 4

Matching mentors and mentees

Understanding what makes a Once a match has been made both
successful mentoring relationship is parties should arrange a meeting in the
fundamental in the matching process. practice to give them an opportunity
Areas to consider are: to discuss how they will work together.
• age If either person does not feel that the
match is right for them they should
• gender
be given the opportunity to decline
• ethnicity the match without it affecting their
• matching skills with areas of participation in the programme.
development Before arranging another match the
• life experience Mentoring Programme Co-ordinator
• location should meet with both parties to
establish why they thought that the
• working practices – i.e. part-time or
match was not suitable, and if possible
flexible working
try to work out the differences without
• personality causing issues in the workplace.
• interests If either person still feels the match is
not suitable then a different match will
need to be found.
Before starting the official
programme, both mentor and
mentee need to sign an agreement
which sets out their commitment to
the programme and how they will
conduct themselves.

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20 Mentoring Programme Guidance | Step-by-Step Guide | Section 4: Operations delivery

The mentoring Recognition and reward

relationship Both the mentor and mentee need to
know that the practice recognises the
Once the match has been made it’s
work required to make the programme a
important that both the mentor and
success. It is worth planning events to
mentee take ownership of their
promote and publicise the success of
participation in the programme. They
the programme by involving mentors
will need to agree regularity and location
and mentees in this process. Activities
of meetings. These should be either in
could include:
the practice or off site during
working hours. • an annual lunch to celebrate the Listen to Anna and Tara reflect on their
The regularity of meetings will be programme mentoring relationship and how it has
affected them both
determined by the availability of both • encouraging both mentors and
parties. However, the meetings should mentees to talk about their
take place at least once a month to start experience at practice meetings,
with to ensure the mentee is receiving lunch time briefings, through the
the right amount of support. Meetings company intranet, magazine etc
can become bi-monthly or quarterly if • featuring mentors and mentees on Appendix 4:
required, with contact by phone or email your website pages Guidelines to increase uptake
in between. The mentor and mentee will • actively promoting the programme by of the programme
determine the final mix of activities for submitting nominations for national
the programme, but they should include: Appendix 5:
recognition awards
• goal-setting Sample applications
• documentation review Appendix 6:
• feedback Sample mentoring contract
• evaluation and closure Appendix 7:
Sample code of conduct
Appendix 8:
Sample agreement

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21 Mentoring Programme Guidance | Step-by-Step Guide

Evaluation

5
22 Mentoring Programme Guidance | Step-by-Step Guide | Section 5: Evaluation

Programme evaluation
A formal mentoring programme should The chosen method will depend on the
include an evaluation at the end of the number of people who took part in the
programme to: programme and the available time and
• increase understanding of the resources of the practice.
effectiveness of the programme in Useful measures of the programme’s
relation to the goals set at the start of success, which could be built into a final
the programme report could include:
• provide useful information for the • staff satisfaction surveys
running of future programmes • staff retention rates before and after
• provide both mentors and mentees the programme
with a method to feedback and • staff appraisals
evaluate their performance • interest in taking part in future
The criteria for programme programmes
evaluation should be clearly set out at • number of successful matches which
the start to ensure everyone knows what lasted over the programme duration
is expected of them and how success
• number of mentees who choose to
will be measured. It is important that
become mentors
any evaluation process includes a form
of reporting which can then be used • business improvements /
to establish the effectiveness of the contracts won
mentoring programme for the practice, In addition to recognising and
mentors and mentees. supporting the programme throughout
There are a number of different its duration, it is just as important to
types of evaluation model which can celebrate and promote the success of
be used – from simple feedback forms either an informal or formal programme
throughout the programme to external on conclusion.
evaluation carried out by a third party.

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23 Mentoring Programme Guidance | Step-by-Step Guide

Appendices
24 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 1

Appendix 1: Mentoring Programme Design and Planning

Goals and outcomes from Programme management: people and resources Marketing and promotion
the programme Mentor Champion Mentoring Programme Co-ordinators: What budget will be allocated to the
What are the programme goals What skills and commitment will be Who will identify and recruit programme?
and outcomes? required for a Mentoring Programme Mentoring Programme How / who will manage the budget?
How will the company evaluate if Champion? Co‑ordinators? Mentoring Programme Co-ordinators
the programme goals are being How will the Mentoring Programme What skills and responsibilities will to work with communications and HR
achieved? Champion be identified from the they need for the role? teams to reach workforce;
What processes need to be in place company management team? How will the Mentoring Programme Set the timeline for launch of
if goals are not being achieved? Will the Mentoring Programme Co-ordinator’s time be managed programme; and
Champion require training and within their current role? What process will be in place
support for the role? What support will the Mentoring to promote and recognise the
How will the Mentoring Programme Programme Co-ordinators require achievements of the programme
Champion support and promote the from management and HR? while it is running and on completion?
programme? What resources will Mentoring
Programme Co-ordinators need to
run the programme?

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25 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 1

Target audience Matching Monitoring and evaluation Timescales for delivery

Mentees How will mentees and mentors be Define the nature of the programme Decide how long the will programme
Who is the company targeting for the
matched? and the resources required to support, run – 6, 12 ,18 or 24 months, or
programme? Process in place if matching does not monitor and evaluate; different timescales for delivery
How will the company ensure fair
work for either party. Who will monitor the programme and Check the programme timeline
access to the programme for all staff how often? and ensure resources and support
at all levels?
Types of mentoring Establish reporting and recording is in place for the duration of the
Determine the type of mentoring methods, feedback processes and programme
How many mentees is the company
that meets both the business and resources;
seeking to recruit to the programme?
programme objectives. Programme closure
How much time will mentees have to Establish the method of evaluation
Informal – will this be managed, How will the programme be closed at
take part in the programme? for the programme
resourced and evaluated? the end of each period of time?
How will mentees be recruited and ––Independent evaluation
Formal – resources required How will mentees and mentors be
what training do they require? ––Feedback from mentees and
E-mentoring – access to resources mentors supported throughout the closure
Set aims and objectives for mentees process?
and equipment ––Line management / appraisal
in the programme.
Group mentoring – facilities and Will mentees be encouraged to
Evaluation report to management
Mentors become mentors?
skills required team or board
What skill set is required to become
Where and how will mentoring take Celebrate success and achievements
a mentor?
place?
How will mentors be recruited and
Formal, e-mentoring and group Training and development
selected for the programme?
mentoring programmes should Establish who needs training –
How much time will be required to be include details of how often Mentoring Programme Chamption,
a mentor? mentoring will take place Mentoring Programme Co-ordinator,
How will mentors be trained to deliver How will time to be allocated for mentors, mentees
the programme? mentees and mentors to take part in Set a training and development
What will be expected of mentors on the programme? budget
the programme? Internal or external trainers required
How will the mentors be evaluated? Consider ‘train the trainers’ to develop
How will mentoring help CPD? staff and save costs

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26 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 2

Appendix 2: Programme timeline check list

The following is a timeline for a 12-month formal mentor programme
Task Description Time Period Task Description Time Period
Planning Pre-Programme Matching Month 3
Pre-Planning Conduct needs assessment of the business. Match mentors and mentees on the basis of information
Pre-Programme Management team agree goals of programme from application (gender, goals, career interest, skills).
Development Formal opening of the programme that allows for Month 3
Structure the Determine the purpose, type of mentee needs, goals, the first mentor/mentee meeting.
Mentoring mentoring model, and structure of the programme Mentor/Mentee Arrange for mentors and mentees in the programme to Quarterly
Programme Recruit / appoint and provide training for the Activities attend programme review activities
Mentoring Programme Co-ordinators Mentoring Programme Champion meets with mentors Quarterly
Recruit / appoint and provide training for the Mentoring and mentees as part of the review and promotion process
Programme Champion Ongoing support Months 3-12
Develop and write policy and processes for the Mentoring Programme Co-ordinator assist mentors/ Throughout the
programme, including selection criteria, recruitment mentees with review process and arrange any additional programme.
process, monitoring, review, evaluation, and risk training
assessment. Feedback from Mentoring Programme Co-ordinator receive mentors Quarterly
Set programme budget Mentors and Mentees and mentees programme reviews to ensure the
Develop marketing campaign programme is on track to deliver the business and
programme objectives
Marketing and Month 1
promotion Mentor Support Mentor support meetings. Varies according
Sessions to the
Marketing campaign Marketing campaign is launched and actively promoted programme size
by Mentoring Programme Champion,
HR, Communications Team, Mentoring Programme Mentoring Programme Co-ordinator monitor mentor/ Bi-monthly
Co-ordinator. mentee relationships.
Mentor and Mentee Month 1 Recognition Annually at a
Recruitment and minimum
Selection Celebrate and recognise the accomplishments of the
Mentor and Mentee Identify potential sources for recruitment programme and mentors’/mentees’ contributions.
Recruitment Run recruitment campaign Closure & Evaluation Month 12
Interview mentors and mentees Determine what outcomes to measure and evaluate. During planning
phase
Mentor/Mentee Select people for the programme
Selection Measure outcomes and conduct evaluation. Annually
Training Month 2 / 3 Close programme
Identify trainers Review programme progress and refine as needed. Annually
Mentor and mentee training Reflect on and disseminate findings. Annually

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27 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 3

Appendix 3: Checklist for programme management

Management Group Area of responsibility Lead person Key Tasks Timescale
• Mentoring Programme Champion Set aims and objectives of the programme Align programme with business objectives
• Communications and HR / Training and development requirements Set the level of training and development required for the programme
Training representatives Recruitment and Selection Responsible for the management of recruitment and selection policy
and process
• Budget / Finance programme
Collection and reporting diversity data for the programme
controller
Policy and Procedures Programme policy and procedures for
• Lead Mentoring Programme Information Sharing
Co-ordinator Recruitment and Selection
• Mentor with past experience Conflict Resolution
• IT support for e-mentoring Reporting
programmes Data collection
Risk Assessment
Code of Conduct
Marketing and promotion Production of all marketing and promotional material and methods
of dissemination
Set budget and report progress Marketing
Training
Materials
Events
Review progress and reports Review and report mentors and mentees progress;
Monitor programme to ensure it is delivering the business and
programme objectives
Appoint evaluation team / person Annual review of delivery of programme objectives and outcomes
Reporting to the board / management team
Support the Mentoring Programme Admin support
Co-ordinator Management support
Day-to-day programme support

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28 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 4

Appendix 4: Guidelines to increase uptake of the programme

Marketing Campaigns Marketing methods

Focus the marketing in areas where • Ensure any marketing stands out
people will find the information easily from the other company activities –
• In-house media and intranet think outside the box
• Profile the programme and case • Use plain English and be clear about
studies in company magazine or what you are promoting
newsletter • Identify the benefits of being involved
• Advertise the programme through – focus on the positives
company screen savers • Bring the programme to life by using
• Advertise the programme using video case studies
case studies via in-house TVs • Sign people up at events and follow
• Ask people who have been involved up quickly so they do not lose interest
in mentoring or have been mentees • Include the mentoring programme in
to talk at planned events company awards / reward schemes
• Include opportunities for people
to meet and talk to mentors and
mentees at lunch-time seminars
• Put on events to promote the
programme in canteen or break out
areas – take the programme to the
people
• Run mentoring events to promote
and celebrate the programme

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29 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 5

Appendix 5: Sample applications – mentor application form

Name: Please outline any previous experience of Ethnicity Age
mentoring. Please select your ethnic origin 20 -30 30-40 40-50
Email address:
E.g. Were you involved with a formal or informal
Asian or Asian British 50-60 60-70 70+
Internal extension: mentoring scheme? Was it group or individual?
Was it in practice or student mentoring? Bangladeshi Indian
Emergency contact number: How long did the mentoring relationship last?
Pakistani Chinese Disability
Do you consider yourself disabled?
Department/Role: Any other Asian background
Yes No Prefer not to say
Black or Black British
If yes, which one of the following best describes
Previous experience in practice and relevant African Caribbean your disability?
personal experiences: Any other Black background Manual dexterity or coordination
White Mobility Mental Health
British/Scottish/English/Welsh/ Speech Learning Difficulties
Northern Irish/Cornish Hearing Visual
Irish Gypsy or Irish Traveller Other, please specify
Why do you want to become a mentor?
Skills and Interests: Any other White background
Please include how you feel it fits in with your
professional development and make mention of Mixed
anything that has come up in your appraisals or
White and Asian White and Black African
Religion
reviews.
Atheist Buddhist
White and Black Caribbean
Christian all denominations
Any other mixed/Multiple Ethnic Group
Hindu Jewish
Areas of practice and professional expertise: Other Ethnic Group
Muslim Sikh
Arab Any other Ethnic group
Other Non-religious
Prefer not to say
Prefer not to say

Caring responsibilities
Training and management qualifications: Gender Do you care for a child/children, someone with
Where would you prefer to meet your mentor? Please select the gender you most identify with disabilities or an elderly person?
E.g. in practice or outside? Male Female Yes No Prefer not to say

Sexual orientation Social Mobility

How did you hear about the mentoring scheme? Please select the gender you most identify with If you went to University/Polytechnic etc. were you part
E.g. internal communications, the intranet, from Lesbian Bisexual of the first generation of your family to do so?
previous participants?
Gay Heterosexual Yes No Prefer not to say
Prefer not to say Did not attend university/polytechnic etc.

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30 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 5

Appendix 5: Sample applications – mentee application form

Name: Please outline any previous experience of Ethnicity Age
mentoring. Please select your ethnic origin 20 -30 30-40 40-50
Email address:
E.g. Were you involved with a formal or informal
Asian or Asian British 50-60 60-70 70+
Internal extension: mentoring scheme? Was it group or individual?
Was it in practice or student mentoring? Bangladeshi Indian
Emergency contact number: How long did the mentoring relationship last?
Pakistani Chinese Disability
Do you consider yourself disabled?
Department/Role: Any other Asian background
Yes No Prefer not to say
Black or Black British
If yes, which one of the following best describes
African Caribbean your disability?
Previous experience in practice and relevant
Any other Black background Manual dexterity or coordination
personal experiences:
White Mobility Mental Health
British/Scottish/English/Welsh/ Speech Learning Difficulties
Northern Irish/Cornish Hearing Visual
Irish Gypsy or Irish Traveller Other, please specify
What areas do you feel a mentor can help
Any other White background
Skills and Interests: you develop?
Please include how you feel it fits in with your Mixed
professional development and make mention of White and Asian White and Black African
Religion
anything that has come up in your appraisals or Atheist Buddhist
reviews. Please outline your goals and aspirations. White and Black Caribbean
Christian all denominations
Any other mixed/Multiple Ethnic Group
Hindu Jewish
Other Ethnic Group
Areas of practice and professional expertise: Muslim Sikh
Arab Any other Ethnic group
Other Non-religious
Prefer not to say
Prefer not to say

Caring responsibilities
Qualifications:
Gender Do you care for a child/children, someone with
Please select the gender you most identify with disabilities or an elderly person?
Please provide details of your professional
qualifications and outline any professional training Where would you prefer to meet your mentor? Male Female Yes No Prefer not to say
you have undertaken E.g. in practice or outside?

Sexual orientation Social Mobility

Please select the gender you most identify with If you went to University/Polytechnic etc. were you part
How did you hear about the mentoring scheme? Lesbian Bisexual of the first generation of your family to do so?
E.g. internal communications, the intranet, from Yes No Prefer not to say
previous participants? Gay Heterosexual
Prefer not to say Did not attend university/polytechnic etc.

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31 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 6

Appendix 6: Sample mentoring contract

DISCLAIMER: The following sample contract was DEED dated: IT IS AGREED as follows: 2. Liability
adapted from ‘Get Mentoring’ (getmentoring.org/
mentoring-resources) under the Creative Commons 1. The Services 2.1 The Mentee shall not at any time be obliged
License. Whilst the RIBA recommends the use of the to act on any information, suggestion, advice
sample mentoring contract as being a fair and PARTIES 1.1 The Mentor has agreed to provide mentoring or guidance given by the Mentor as part of
reasonable expression of terms between the parties, the services to the Mentee, on the terms of this the services, but if and to the extent that it
(1) [NAME OF BUSINESS] of agreement. The MENTORING
RIBA can accept no liability in respect of any use of the [ADDRESS OF MENTEE] (“Mentee”); does so, it shall do so at its own risk. The
sample mentoring contract. Parties must therefore take ORGANISATION’S involvement has been Mentee hereby unconditionally and
independent advice if necessary before entering into (2) [NAME OF MENTOR] of limited to identifying the Mentor, introducing irrevocably waives any rights of action it may
any agreement and if any dispute arises in relation to [ADDRESS OF MENTOR] (“Mentor”); and the Mentor to the Mentee and the monitoring
any agreement the parties must settle the dispute have as against the Mentor in relation to any
and evaluation of progress. The MENTORING such information, suggestions, advice or
between them in accordance with the terms of the (3) MENTORING ORGANISATION ORGANISATION will not provide any further
agreement without reference to the RIBA. guidance.
services to the Mentee under this agreement.
2.2 The Mentee is advised to take independent
BACKGROUND 1.2 The services will consist of meetings and/or financial, legal or other appropriate
phone calls and/or email or other written professional advice before acting on any
(A) <MENTORING ORGANISATION> has a communications between the Mentor and the
network of volunteer mentors. The Mentor is information, suggestion, advice or guidance
Mentee from time to time, the exact content, given by the Mentor.
one such volunteer, and has skills and/or frequency and duration of which will be as
experience relevant to the requirements of agreed between the Mentor and the Mentee. 2.3 The Mentee acknowledges that any services
the Mentee. provided by the MENTORING
1.3 The Mentor shall not at any time be obliged ORGANISATION and the Mentor pursuant to
(B) The Mentee wishes to access the Mentor in to provide or continue to provide any
order to gain guidance and support for its this agreement are provided free of charge
mentoring services to the Mentee, but if and and in good faith. Neither the MENTORING
development. to the extent that it does so, such services will ORGANISATION nor the Mentor will be liable
(C) The parties agree that the relationship be provided free of charge. to the Mentor or to any third party for any
between them shall be as set out in this 1.4 The Mentee shall not at any time be obliged loss, damage, costs or liabilities suffered as a
agreement. to request or receive mentoring services from result of this agreement, the existence of the
the Mentor. relationships between the parties or the
services provided. Nothing in this clause
1.5 The existence of this agreement shall not shall limit or exclude any liability for death or
prevent the Mentor and the Mentee entering personal injury, or which results from fraud.
into a new and separate agreement whereby
the Mentor provides services to the Mentee 2.4 The MENTORING ORGANISATION is not
on a fee-paying basis, but if such an (and the Mentee and the Mentor
agreement is entered into, it shall replace and acknowledge that the MENTORING
supersede this agreement, which will ORGANISATION is not) liable for the services
automatically terminate. provided by the Mentor or for any acts or
omissions of the Mentor.

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32 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 6

3. Term agreement in any publication or material it advice or guidance provided by the Mentor to the parties, nor constitute any party the agent
may use to publicise and promote the work it as part of the services. of another party for any purpose.
3.1 This agreement will continue in force for of the MENTORING ORGANISATION.
twelve months or until terminated by any All parties will keep in strict confidence all 5.2 A person who is not a party to this
party by written notice to the others sent to 4.2 Neither the Mentee nor the Mentor may use and any information of a confidential nature agreement shall not have any rights under or
the addresses given above. or mention the MENTORING which it obtains about either of the other in connection with it.
ORGANISATION’s name, logo or any other parties as a result of the arrangements
3.2 While this agreement is in force, the Mentor intellectual property of the MENTORING contemplated by this agreement. This clause 5.3 This agreement shall be governed by, and
and the Mentee will not either directly or ORGANISATION in any of their publicity shall not apply in relation to any information construed in accordance with, English law,
through any intermediary enter into any other materials or in any announcement, without that is already available in the public domain and the parties irrevocably submit to the
contract or arrangement as between them. the prior written consent of the MENTORING other than as a result of a breach of this exclusive jurisdiction of the courts of England
ORGANISATION. clause by any party. and Wales.
4. Confidentiality
4.3 The Mentee and the Mentor will keep in strict 5. Miscellaneous 5.4 Clauses 2, 4 and 5 shall survive termination
4.1 The Business and the Mentee hereby permit of this agreement.
the MENTORING ORGANISATION to refer to confidence the existence and content of this
agreement and the Mentee shall keep 5.1 Nothing in this agreement is intended to, or
the Mentee, the Mentor and the existence of shall be deemed to, constitute a partnership This deed is delivered by each party when (and
the arrangement contemplated by this confidential all information, suggestions, shall not have effect until) it is dated.
or joint venture of any kind between any of

SIGNED as a DEED by [MENTEE] SIGNED as a DEED by [MENTOR] SIGNED as a DEED by [NAME OF INDIVIDUAL]
in the presence of in the presence of for and on behalf of THE MENTORING
ORGANISATION in the presence of

Witness: Witness: Witness:

Signature Signature Signature

Name Name Name

Address Address Address

Occupation Occupation Occupation

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33 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 7

Appendix 7: Sample code of conduct

Scope Mentoring code

A mentor does not give advice, rather • The mentor’s role is to respond to the • The mentor will not intrude into • The confidentiality of the client
helps the mentee to weigh up situations, mentee’s needs and agenda; it is not areas the mentee wishes to keep remains paramount at all times.
through a process of reflection, to impose their own agenda. private until invited to do so. They At no time will a mentor disclose
questions, challenge and feedback • Mentors will agree with the mentee should, however, help the mentee any part of the relationship to any
allowing the mentee to come to a how they wish the relationship to to recognise how other issues may person whosoever, without the explicit
decision themselves. The mentor will work adopting the most appropriate relate to these areas. agreement of the client. Any notes
conduct themselves with dignity and will level of confidentiality • Mentors will open and truthful or other records of mentoring
act in a way which respects diversity and with themselves and their mentee sessions shall remain, at all times,
• Mentors will be aware of, and adhere
promotes equal opportunities. whilst participating in the mentoring the property of the client. They may,
to any current legislation relating to
relationship for convenience, be retained by the
activities undertaken as part of the
mentor but may be requested by the
mentoring service. • Mentors will share the responsibility
client at any time.
• The mentee should be made aware for the smooth winding down of the
relationship with the mentee, once it • Mentors have a responsibility to
of their rights and any complaints
has achieved its purpose – they must highlight any ethical issues (such as
procedures.
avoid creating dependency. conflicts of interest) that may arise
• Mentors and mentees will respect during a mentoring relationship at the
each other’s time and other • The mentoring relationship should
earliest opportunity.
responsibilities, ensuring they do not not be exploitative in any way, neither
may it be open to misinterpretation. • Mentors should not attempt to do the
impose beyond what is reasonable.
mentees job for them - the mentee
• The mentor will ensure the mentee • Mentors should never work beyond
has the ability and the potential, the
accepts increasing responsibility the bounds of their capability,
mentor’s job is to help them realise it.
for managing the relationship; the experience and expertise to the point
where they do not feel confident in • Mentors will maintain their
mentor will empower them to do
providing the mentee with proper professional competence through
so and will promote the mentee’s
support. Where appropriate, mentors participation in continuous
autonomy.
should seek advice or refer mentees professional development
• Either party may dissolve the
to another point of contact or
relationship at any time throughout
enterprise support professional.
the period of the mentoring
relationship.

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34 Mentoring Programme Guidance | Step-by-Step Guide | Appendix 8

Appendix 8: Mentoring Agreement

The mentoring partners listed below • All parties agree to protect each • The recommended time for
agree to enter into a mentoring other’s privacy and abide by the participation in the programme is
relationship and to keep to the Mentoring Code of conduct and the twelve months however all parties
conditions of this mentoring agreement. agreed boundaries of the mentoring must be flexible with this.
relationship. • If either party wishes to leave the
• All parties must abide by and programme before this time they
Mentee Name: appreciate the confidentiality required must advise the Mentor Manager
in this programme. • All parties must understand that they
Signature:
• The Mentor will attend the must show their full commitment,
‘Introduction to Enterprise Mentoring’ in their respective roles, to the
Date:
workshop and engage in appropriate programme to gain the most from it.
skills development where required.
Mentor Name: • The Mentee will take direction of the
relationship with meetings taking
Signature: place at mutually agreed dates
and times.
Date:

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