Abstract
New employees often learn an organization's unwritten rules— the "ropes"—through one-on-one relationships with workplace colleagues or mentors. Increasingly, organizations are implementing mentoring programs to foster supportive work relationships—and evaluators are being called on to assess them. This paper presents a systematic literature review of mentoring- type program evaluations and reveals wide gaps in what published studies report. The complex and long-term nature of mentoring programs presents unique challenges to evaluators. To meet these challenges we suggest an evaluation model that attends to local audience needs and addresses four evaluation stages: (1) context evaluation, for assessing needs, objectives and organizational support; (2) design evaluation, to assess mentor and protege characteristics, the process for pairing the mentor and protege, the program duration, activities and recognition/ rewards for participants; (3) implementation stage evaluation, to monitor activities, feedback and revisions; and (4) product evaluation, to assess systematically the planned and unplanned outcomes that consist of program reactions, learning, behavior change, and impact.
Get full access to this article
View all access options for this article.
