Heidrick and Struggles: Creating a Culture of Mentorship
In this publication from Heidrick and Struggles, the rising need of companies to create a culture of mentorship is explored. Athough it could be harnessed to support, develop, and retain talented people—most executives have little grounding in data or experience beyond their own. Heidrick & Struggles recently surveyed more than 1,000 professionals in North America about their experience with mentoring, supplementing the online survey with additional, in-depth interviews of 20 senior executives with particular experience in mentoring.
Among their findings were the following:
- More than half of those respondents who participated in formal mentoring programs at work were satisfied with the experience—yet just 27% of respondents said their organization offers such programs.
- More than three in four respondents report that their most impactful mentoring relationship was either “very important” or “extremely important” to their career development (Figure 1). Women and minorities were the most likely to say that the relationship was extremely important.
- Most mentors are mentees’ direct supervisor—though minorities are more likely to find their mentor on their own.
- Men tend to have male mentors, and women have female mentors—but this is changing as a new generation enters the workforce.
- When asked what kind of advice was most important, the three answers were the same—strengths, professional development, and career paths
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