Essays on Importance of Developing a Mentoring Culture Coursework

Tags: Mentorship
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The paper "Importance of Developing a Mentoring Culture" is a great example of business coursework.   Mentoring is emerging as an important tool that employers are increasingly using for employee development. As the business environments increasingly become competitive, employers are recognizing that the best way to remain competitive is to have employees with the right skills and expertise to drive a company into success. For this reason, most companies are making mentoring part of their employee and leadership development strategy. Tewari and Sharma (2014, p. 80) defines mentoring as a process of building a formal or informal relationship between an experienced and inexperienced employee.

Matuszek et al. (2008, p. 18) defines a mentor as an experienced employee or a consultant hired to mentor or help new or inexperienced employees grow in their current position and to get them ready for new positions and career opportunities. Mentoring provides a mentor with the opportunity to pass on skills, business practices, business culture knowledge and business history. This paper discusses the importance of developing a mentoring culture in an organization and the common challenges of running a successful mentoring program. Importance of Developing a Mentoring Culture Mentoring has become an invaluable employee development strategy.

In the past, when the term mentoring was mentioned, the majority linked mentoring to colleges and learning institutions as people associated with mentoring to students. However, in the modern business environment, human resource managers have recognized mentoring as a critical tool for employee development. Today, employees are viewed as an important resource that companies use as a source of competitive advantage (Harris-Worthington 2009, p. 44). However, this is only possible when a company has the right employees with the right skills and experience needed to enable a company achieves its objectives.

Mentoring happens to be one of the strategies that employers use to develop the skills of their workforce to ensure success. For this reason, many companies are making mentoring part of organizational culture for developing employees. Developing a mentoring culture has been shown in many kinds of literature to bring many benefits to an organization (Connor & Pakora 2007, p. 9). First, a large body of literature indicates that mentoring culture is beneficial to a company as it ensures that a company has the right employees with the right skills needed to drive a business into a success.

Flynn (1995, p. 23) argues that mentoring provides the mentee with the necessary knowledge and skills that bridges the gap between the theories learned in class and real business practices. Employees are considered the greatest assets that any can company have. However, when the employees lack the necessary skills, there is the danger of underperformance by employees that can lead to lack of productivity and business failure.

At the same time, when employees lack the skills needed to perform tasks assigned this result in the danger of employees making errors or mistakes that can prove very costly to an organization. Tewari and Sharma (2014, p. 81) research found that workers who do not understand their work well are more likely to make errors and mistakes that can turn out to be very costly to an organization. For instance, Darwin (2000, p. 199) observed that employees that do not understand their work well are more prone to mistakes that result in accidents.

It is here that mentoring is important considering that, when a mentor is around to guide inexperienced or new employee, no mistake or errors would be made by the employee since the experienced mentor will guide the employee on how to perform the task, thus minimizing accidents and wastages that would otherwise occur if an inexperienced employee is left to do the work alone.


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Tewari, R., & Sharma, R 2014, “Mentoring for effective positive workforce: A case study,” Global Journal of Finance and Management, vol. 6, no.1, pp. 79-88

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