The hows and whys of group mentoring

Abstract

PurposeThis paper seeks to examine the methodologies for developing a group mentoring component as an add‐on to an existing or new corporate mentoring program.Design/methodology/approachThe paper defines group mentoring and explains the differences between group mentoring and classroom training. It provides the hallmarks of mentoring that should exist in a group mentoring program along with the individual development areas that can be successfully addressed through group mentoring. Also included are seven tips for starting and sustaining a group mentoring program. These tips cover areas such as the optimal group structure, logistics, the use of facilitators, obstacles and measuring the success of the program.FindingsWhen implemented correctly, mentoring groups have proven to be a successful training and development strategy. Some of the documented outcomes for participants are increased confidence, expanded understanding of the organization and increased commitment and connectedness to the organization.Originality/valueTraining and development managers who are struggling to expand their mentoring programs can use the information provided in the paper to add group mentoring to their mentorship program.