Mentors Traditionally Senior Internal Employees

Mentors Traditionally Senior Internal Employees

Mentors

Traditionally, senior internal employees have acted as mentors to more junior individuals, providing them with advice on how best to steer their career through an organization. However, reengineering and down-sizing over the last few years has resulted in the sacking of many older people in organizations and as a result it has become more difficult to find an appropriate senior manager to fill that niche - so in many cases what used to be an internal role is now becoming an external role. The individual may, therefore, choose someone from another organization, another function or a retired person whom they respect to act as their mentor.

Women managers are still feeling their way up the corporate ladder and many say that there is a dearth of appropriate mentors to aid their progress. Historically, mentors have been 'unofficial': that is, they have been experienced contacts who have taken on the role of sounding board or adviser more by chance than design. Yet, there is currently a fashion for appointing 'official' mentors particularly if an organization is experiencing great change, or where managers feel they would benefit from some personal attention as part of their own development.

The importance of having these professional individuals to turn to for a fresh perspective on work-related issues is now recognized in most organizations. Managers often describe them as 'people of high integrity, giving support by creating the environment in which you could perform successfully, and in which you could also make, and admit to mistakes:.- as long as you learned from them'.




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