Mentorship is a strong contributor to career development
Employees who are mentored are promoted five times more often than those who are not in any type of mentorship program.
Mentors are promoted six times more often [than non mentors]
Retention rates for mentees are 72 percent compared to 49 percent for employees who do not participate in a mentorship program.
One study revealed employees participating in a mentoring program were more likely to receive a raise than the employees not participating.
89% of mentees surveyed feel their colleagues value their work compared to 75% of employees without mentors.
87% of employees participating in a mentorship program feel empowered by their mentoring relationships and feel an increase in confidence.
Source: Article 1 - The Mentor Method
Mentorship is valuable for both Mentors and Mentees
Exposure, guidance, development and visibility - for mentees
Recognition, growth, leadership and reflection - for mentors
Professional network
Accountability
Sources: Article 2 - Indeed, Article 3 - Indeed
Corporations benefit from mentorship
Mentorship within companies can improve office culture, increase employee retention, empower leadership, and help companies grow.
84% of Fortune 500 companies have mentoring programs.
100% of Fortune 50 companies have mentorship programs.
The vast majority, 97% of individuals with a mentor say they find the experience to be a valuable one.
Only 37% of professionals have a mentor.
89% of those who have been mentored say they’ll go on to mentor others.
Sources: Article 4 - Forbes, Article 2 - Indeed
The shift to remote working presents new challenges for mentorship in the architecture industry
A research study found that 41 percent of respondents admitted their career development had stalled during the pandemic and nine percent said the crisis has actually caused their careers to regress.
Up to 50 percent of employees said mentorship from their manager had become more important to them during the pandemic, however more strikingly, 49 percent say they weren’t receiving nearly enough training, coaching or mentoring to support advancing their careers.
When looked at, the findings make clear that mentorship and development across the architecture industry is suffering.
As a young person starting a career in architecture, much of the learning and development comes from observation, collaboration and questioning. That said, when working remotely, mentors are not easily accessible. Colleagues are not passing by a desk, offering advice or supporting queries; there is no natural exchange, so learning via osmosis is practically non-existent. Young people cannot model their professional behaviors on successful teammates because they primarily engage with them over online channels, often in groups. The typical transfer of information, private tutoring and the active encouragement to voice ideas is also removed. Working from home has meant that many of the vital nuances of working within an architecture practice are being missed — often to the detriment of the upcoming generations of architects.
Source: Article 5 - Architizer
Online Research
ONLINE RESEARCH
I then did some additional online research to learn more about the value of mentorship and the barriers around mentorship.
KEY INSIGHTS
Companies have a financial incentive to support employee mentorship programs. Companies that have mentorship programs have better employee retention rates.
Employees participating in mentorship programs are more likely to receive raises than those not participating.
Mentorships support professional development for both mentors and mentees in different ways.
Traditional mentorship culture in the architecture industry is suffering due to a cultural shift to remote work.
These insights made me realize that corporations can be financially incentivized to implement this product. If users don’t have to pay, they might be more
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