In our last two columns, we discussed the benefits of establishing a mentoring program in your warehouse or DC (see "LaborPool," November 2005) and offered advice on setting ground rules for the program (see "LaborPool," January 2006). The final step is to recruit the participants.
Because mentoring programs are relatively new to the DC, your recruitment efforts will most likely start with education. That might mean printing up flyers, holding brown-bag lunches, or using payroll envelope inserts—whatever it takes to get the word out about the benefits of participation. But as you move forward with recruitment, you may find you have some questions. What follows are answers to some frequently asked questions:
- Which do I recruit first? Mentors or mentees? There's no hard and fast rule. Some companies recruit mentors first and then select mentees who could most benefit from working with those particular mentors. Others recruit mentees first, and then hand-pick mentors to match. Yet others recruit mentors and mentees simultaneously and worry about the matching process later (either rejecting some candidates or drafting new participants to fill any openings).
- Where do you find mentors? Mentors can come from all levels of your organization—and even from outside the organization (more on that later). If your program permits long-distance relationships conducted via e-mail, you can recruit from all company locations worldwide.
- Do mentors have to be current company employees? No. In fact, mentors don't have to be employees at all. For example, a great source for mentors can be your alumni roster. Newly retired workers have the time and, certainly, the experience to participate in this kind of program. Family members might also want to share their knowledge and experience.
- What kinds of mentors are there? We divide mentors into two types: advisor mentors and peer mentors. Advisor mentors offer specialized job-related expertise and coaching—they focus on skill development and career-related matters. Advisor mentors typically work one on one with their mentees. Peer mentors, by contrast, focus more on workers' emotional well being and on interpersonal relations. They might help mentees deal with workplace change or help them cope with personal problems that might interfere with job performance. Peer mentors may work with their mentees one on one or as part of a small support group.
- What if no one signs up to be a mentee? Sometimes workers are reluctant to sign on because of cultural or gender-based biases—they may see asking for help as a sign of weakness. If you run up against this, you may need to get creative. Perhaps you can begin by pairing up a worker with a mentor who will serve as a study buddy for a certification or licensing exam. If you suspect someone is hesitating to sign up for fear of embarrassment in front of coworkers, suggest a mentorship that relies on e-mail or another type of online communication.
- Can I make people participate? No. Participation should be strictly voluntary. Intimidation and guilt will only backfire. It's better to begin with a small but enthusiastic group who will spread the word on the program's benefits than risk having malcontents sabotage the effort. If you encounter some speed bumps along the way, don't be discouraged. You can't expect to build a successful mentoring program overnight. Getting the program rolling requires time, energy and persistence, but it can pay off in ways that you and your company could never have predicted.
