Formal or informal mentoring: not a case of either or

As with so much else in the world of mentoring, there’s ongoing debate about the benefits of an informal versus a formal approach and definitions of what constitute formal and informal approaches differ. Mentoring is described as formal or informal with the former typically controlled by the organisation through company-led assignment or matching based on personality traits, demographics or background. By contrast, informal mentoring is a spontaneous relationship that occurs without any (or very little) involvement from management. The informal approach is not directed by the company and may be practiced inconsistently within organisations, which, in many instances, may not even be aware that this activity is happening. While a large number of organisations have implemented formal programmes it’s believed that informal mentoring probably comprises the majority of mentoring relationships within businesses.

In much of the research informal mentoring is considered the more effective model because trust, a key element of successful mentoring, is more quickly and naturally achieved. There is some evidence that mentees in informal mentoring relationships receive greater benefit, are more satisfied and report better career outcomes such as promotion and higher remuneration than their non-mentored or formally mentored counterparts.

If the research suggests that the informal approach offers advantage over formal mentoring then why would organisations opt for formal mentoring? It would surely make sense to simply provide the right conditions for the informal process to take root? One reason why companies don’t invest time and resources in developing informal mentoring is that, by their very nature, informal relationships are hard to manage and impact is extremely difficult to quantify. Businesses may prefer an approach that they can control, measure and keep consistent. Another reason may be that if setting up a mentoring programme is considered a priority then no one is going to sit around waiting for an informal process to get going.

If the organisation creates the right environment, if mentoring is seen by employees as offering clear benefits and if mentoring is encouraged within the business then it’s probable that informal mentoring will start to occur alongside the formal programme. Some organisations make their formal programmes more effective by including elements of informal mentoring, such as mentors and mentees selecting each other. Management should be prepared to provide support including training for mentors and time and space for mentor/mentee interaction.

An organisation wishing to set up a mentoring programme will almost invariably need to begin with a formal method but may substantially gain from integrating aspects of informal mentoring into the process and keeping management interference to a minimum.