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Formal Mentor Programs to Build Strength for B Corps: UPDATED

 
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Sarah A Scala, M. Ed & OD, ACC
Estimates Reading Time: 3 Minutes

For those who are not familiar with B Corps, Certified B Corporations are “a new kind of business that balances purpose and profit. They are legally required to consider the impact of their decisions on their workers, customers, suppliers, community, and the environment. This is a community of leaders, driving a global movement of people using business as a force for good.“ (Source: https://bcorporation.net/).

A few of my clients, including King Arthur Baking Company, Stonyfield Farm, and Danone are B Corps. When I work with B Corp clients, it often feels more inclusive and welcoming as a consultant and coach because they are focused on being exceptional companies while working to solve societal problems.

I have designed successful mentor and apprenticeship programs for B Corps clients that have resulted in a strong Return on the Investment.

Formal Mentor Programs can provide tangible benefits to B Corps organizations and their people. I have designed mentor programs to reduce turnover, strengthen cultural immersion for new hires, develop high potential leaders and talent, and as a development tool for succession planning. Mentor programs are also important for building employee inclusion and belonging.

Roles in a Formal Mentor Program

It is common to have a steering committee in place to oversee and advise on a formal mentor program, with a Program Administrator often designated in larger organizations. There is the mentor and the mentee, as well as the supervisor of the mentee. Designing an effective program with these resources helps ensure that the program will be effective and have a positive return on the organization’s investment in time and money.      

Steps for Formal Mentor Program Design:

  • Get commitment and sponsorship

  • Be clear about objectives

  • Define the management and structure

  • Budget

  • Recruit or identify mentors

  • Training of Mentors

  • Accountability

  • Evaluation

  • When not the right match, best to end soon

The three states of a formal mentor program often include Initiation, Setting Expectations / Developing Partnership, and Terminating or Sun-setting the relationship. Some organizations have mentor programs with as little as 90 days of time, while other programs may last 1-2 years, depending on the specific objectives and organizational needs.   

Mentoring Partners Well With Talent Management Tools

Mentoring may serve as a tool for on-boarding new talent. Using a 70-20-10 development plan, the 20% portion is allocated for mentoring. Mentoring is often used in the development of high potentials by executives or in succession development. The higher up in the organization a leader moves, the less likely they will be able to find a mentor internally. For this reason, external mentors are often used in these cases. Lastly, mentoring can be used as a part of performance management.

Results: Mentor programs that I have custom designed: 

  • Reduced turnover by 88%, built morale, and increased skills for front line staff

  • Successfully on-boarded new hires into the business culture

  • Developed high-potential employees

  • Increased apprentice speed and quality in manufacturing

  • Supported succession development of high potentials

In closing, B Corps, with their focus on social and environmental performance, benefit from mentor programs in order to share their cultures, build employee retention, and strengthen skills!

Sarah Scala hosts business mentoring workshops for teams and organizations of various sizes. Learn more about how business facilitated workshops work.

Interested in learning how to build a MENTOR program for your B Corps organization? Let’s connect.

Check out my short Mentor blog posts:

Questions? Let’s connect. I would love to hear your success stories. Please send them to: hello@sarahscala.com or visit www.sarahscala.com

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About the Author:
Sarah Scala is a senior talent management leader and executive coach with 20+ years of experience providing organization development, change management, and leadership development solutions for diverse global and local industries. She is a collaborative consultant, coach, and educator supporting performance transformation of executives, leaders, and teams. Sarah is a methodical, results-driven leader recognized for helping clients reach their highest potential, increase revenue, reduce turnover, elevate business profitability, build competencies, and improve performance.

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