The last few months have seen a level of global turmoil not seen since the 1980s. It’s tempting for organisations to think that mentoring is an ‘expense’ that can be reduced. However, consider that in times of economic instability this can lead to rapid change within organisations and individuals feeling more vulnerable about their futures.  Additionally, in some cases, organisations choose times of economic stability to reduce the spend on development activities such as training or mentoring, citing that these don't actively add to the 'bottom line.'

So - how do you keep mentoring on the agenda in a down economy when all roads seem to lead to reduced expenditure?  Here are five tips to support organisations in keeping mentoring on the agenda:

1.  Review how mentoring is being 'defined' in the organisation.  Is mentoring only seen as a 'mentoring program'?  Often times using the term 'program' when associated with mentoring can send a message of a defined 'start and end' date, and a level of exclusivity.  When asking this question, review whether mentoring is being used to describe other line management activities, such as coaching.  Your aim is to have mentoring seen as a key personal and professional development activity for all team members which can happen both informall and formally.

2.  Identify where mentoring is currently taking place - both formally and informally.  Often times if an organisation has only had an 'exclusive' mentoring mentality, it's hard for the organisation to see the true value of mentoring across the organisation.  So - in this step, take stock of where mentoring is taking place: eg. graduates, high potentials and early managers, and then ask:

• Can mentoring be expanded outside these areas?
• What are we doing to support naturally occuring mentoring networks eg. Second year graduates with first year graduates?

3.  Review where the mentoring knowledge exists.  One of the key ways to ensure that mentoring 'survives' a down economy is to ensure that mentoring knowledge, that is knowledge and experience of how mentoring happens well, is spread across the organisation.  Does all the mentoring expertise rest with one individual?

4.  Talk with HR, line managers and organisational development.  Often times there is a disconnect with the introduction of 'mentoring programs' in that not all the key stakeholders are part of the process.  Consider the obvious benefits of an inclusive approach where HR, line managers and organisational development consider the benefits to individuals and the organisation. For example:

• For HR - mentoring may provide a cost effective way to onboard new hires in a way that is welcoming and provides a sense of belonging, while at the same time sharing corporate values.

• For Line Mangers - when you have a whole team to manager, having individuals in your team supported by an offline mentor a. takes the pressure of you while you need to concentrate on the KPIs of your team, and b. provides your team with an opportunity for an additional layer of career and professional development support.

• For Organisational Development - when you're looking to role out a change management strategy, having 'pods' of mentoring activities can greatly influence and increase the sharing of communication and lessen the impact of change management activities.

5.  Identify your greatest asset and ask: 'What happens to the confidence of our team when times are tough?' Mentoring activities provide a way for colleagues to come together to strengthen their understanding of the changes afoot within an organisation, and to ensure that the values and principles of an organisation are strongly communicated at all levels, and across all functions within an organisation.

So before your organisation says ‘no’ to the continuation of resourcing for a mentoring activity in an economically unstable climate, consider that people are an important cog in turning the economics of an organisation or industry around – and mentoring is a cost effective way to support your most important asset.

If you need support in keeping mentoring on the agenda, please contact us on info@australianmentorcentre.com.au.