The Development, Implementation, and Maintenance, Essay Example

The benefits of a mentoring relationship created for career support are as follows:

First, it provides coaching opportunities where employees are subjected to effective coaching in areas where they need improvement and this helps them to improve their performance at work. Secondly, it provides protection for employees through job security. Job security comes as a result of improved skills and expertise in career support mentoring program. Mentoring relationships created for career support also benefits the participants by providing them with challenging assignments to expose them to varied career expectations. By doing so, the participants are encouraged and motivated to even learn and explore more opportunities. Mentoring relationships created for career support provide sponsorship especially for well performing participants to further advance their career. In short, the mentoring relationships created for career support allows the participants to transfer the skills and other experiences gained in the training sessions to real job setting thus improving their performance (Raymond, 2008).

By implementing formal mentoring programs, the organization, in return, gets the following benefits:

First, the improved performance, skills and expertise of the organization’s employees enhance better outputs and work performance thus enhancing the organizations profits and its returns on investments. For service delivery organizations, the formal mentoring programs enhance service delivery in both professional and social contexts and thus the organization benefits by gaining good reputation and building its name (Raymond, 2008).

Through these programs, the retrenchment levels and rates in an organization are drastically reduced and this improves the performance of the organization through reduced shifting, interruptions and replacement. The organization also saves time and cots incurred in hiring new employees and outsourcing skilled laborers (Waugh, 1996).

References

Raymond, A. N. (2008). Employee Training and Development. The Ohio State University: McGraw-Hill Companies, Inc.

Waugh, D. A. (1996). Changing learning environments: The workplace in transition. Training and Development. 23 (2), 15-16.