Mentoring Program for New Employees in Ernst and Young Co

Mentoring Program for New Employees in Ernst and Young Co





In an organization setting, leadership development is considered paramount in contributing to the overall success of the business. Leadership development provides the key aspects that are required in the fostering of effectual work relationship that propels the organization to success. Such development is attained through the implementation of effective monitoring programs. This is primarily because it functions in providing a strategic directive as well as contributing to the proliferation of the company through the enactment of succession planning. For the program to be considered fully functional, there is a need for significant management should be availed by the company’s managerial staff. The important element about mentoring new employees is that it enables them to learn. This assures the organization of increased retention of employees as well as the ease in which the new workers transition into the organizational structure.

According to social studies conducted, mentoring programs increase the overall job satisfaction expressed by the workforce (Emerson & Loehr, 2008). This aspect is attributed to the fact that such programs are effective in the obliteration of obstacles, stumbling blocks, and difficulties that new employees encounter in a new job position. Additionally, it aids in the development of confidence in the new workers. This is validated by the platform provided by the program to freely express their opinions and ask questions (Rock & Donde, 2008). Through this platform, they are able to gain information that is pertinent to improving and enhancing their job performance. In the development of an organization that is diversified and effectual in operation and management, the key mechanism that assists this objective in mentoring program implementation.


In the modern day setting, there is an urgent need for organizations to develop and implement mentoring programs (Korda, 2012). This need is promoted by the existence of internal issues that affect the workforce. It is important to note that the effectiveness of a successful mentoring program cannot be achieved overnight. Certain factors come into play for this goal to be executed and attained. Firstly, there is a need to highlights some of the concerns that the organization is facing that are solvable by the implementation of a mentoring program. This is considered as a business case. This is specifically important because it highlights the serious reasons why the organization should invest time, resources, and attention in the realization of this objective.

The main problematic concern that is faced by Ernst and Young based on the annual report is the poor performance of the inexperienced new employees hired in this financial year (Korda, 2012). Individual poor performance has greatly affected the overall organizational performance (Kinder, Hughes & Cooper, 2008). The causative factor that contributes to poor performance is a lack of ability as well as little motivation. The former is associated with new employees (Rock & Donde, 2008). Fresh graduates lack the necessary experience that is resourceful in the completion of tasks and duties. Due to lack of experience and the possession of theoretical knowledge taught in higher educational institutions, new employees face issues related to low ability to perform tasks, which can greatly become a detrimental concern to the progress and advancement of the company.

Lack of skills is an associated element affiliated to inexperienced new employees (Parsloe & Leedham, 2009). Due to lack of skills that are necessary for the assigned job position, it is likely that an employee will perform dismally and, therefore, interfere with the operational running of the organization. Mentoring programs alleviate this concern (Emerson & Loehr, 2008). This is because it empowers the inexperienced with skills that are important for their job as well as enhance the performance of the experienced and competent staff as their expertise in respective fields is improved. Thirdly, new and young employees lack professionalism, which is a fundamental component for Ernst and Young in terms of relations and conduct (Kinder, Hughes & Cooper, 2008). Their lack of understanding of the importance of professionalism might result in legal issues implicating the organization. To avoid this, mentoring programs are effectual in embodying the new employees’ moral conduct and values highly upheld in their profession, which enable them to be self-regulating and self-initiating. Through mentoring, a new employee’s professionalism is redefined hence transforming them into viable candidates for the workforce industry.

Proposed Plan

The main plan for solving the outlined issues that are associated with new employees will be the implementation of a mentoring program for these individuals with Ernst and Young Co. The implementation will occur in a ten-phase step plan, which will ensure that the mentoring program is successfully inculcated into the organization

Phase 1: Development of a Marketing and Recruitment Strategy

Through the development of this strategy, the company will effectively communicate through advertising the program (Kinder, Hughes & Cooper, 2008). This will greatly assist in easing the recruitment of protégés and their respective mentors. Through showcasing the advantages of mentoring, the company will curtail the issues that are normally faced when recruiting prospective mentors

Phase 2: Forming Mentor and Protégés groups

The company will achieve this matching process of the newly recruited mentors and their protégés through the employment of web-based mentoring tools. The two primary advantages of these tools is a reduction of administrative interference as well paperwork generation.

Phase 3: Conducting Orientation

For the mentoring program to commence, it is important for the protégés and their matched mentor to familiarize with each other (Emerson & Loehr, 2008). This is achieved by conducting an orientation program (Parsloe & Leedham, 2009). The timeline for this program will be a half day, which will be inclusive of an educative seminar whereby the groups will be educated on methods to enhance and improve their mentoring relations.

Phase 4: Establishing an Instruction Guide

The mentoring management in Ernst and Young will develop an instruction guide that will assist the protégés and their mentors to fully understand the role of mentoring and its importance to the organization.

Phase 5: Pilot Test

Before fully establishing the mentoring program, it is important for the company to conduct a pilot test. This will be inclusive of phases 2, 4 and 11 respectively to determine the effectiveness of the program.

Phase 6: Establishing Agreements between Protégés and Mentors

The company will allow the groups to outlines their expectations of the program as well as other additional requirements that will be considered necessary for the agreement.

Phase 7: Generating a Mentoring Action Plan

The protégés will be allowed to develop their personalized developmental plans suited to their expectations and needs from the program (Emerson & Loehr, 2008). This will be inclusive of learning activities, objectives, and goals as well as expected outcomes.

Phase 8: Developing and Providing Development and Self-Improving Activities

The company will arrange and conduct activities aimed at improving the protégés. Some of these activities will include leadership development programs, seminars on career development, networking events, training activities as well as motivational speeches from highly esteemed individuals.

Phase 9: Evaluation

As the program continues, the supervisors will conduct a random and continuous assessment of the overall performance of the mentors and their protégés (Emerson & Loehr, 2008). This assessment will be conducted using a web-based monitoring and evaluation tool for determining the successfulness of the program.

Phase 10: Graduation and End of Program Recognition Observance

The company will arrange a formal graduation ceremony for the protégés and their mentors. Certificates and awards will be handed.


As a mentor, I believe I am qualified to undertake implementation of the mentoring program. Below are my credentials

  • Certificate of participation in training mentoring session provided by Ernst and Young Co
  • Merits and certification acknowledging my commitment to a four-moth mentoring relationship permitting four hours monthly to meet employees from various companies.
  • Familiar with the organizational programs and policies of Ernst and Young Co
  • Ease of availability through email, telephone and in person to the new recruits
  • Experienced highly skilled employee at Ernst and Young Co

Authorization for Approval

February 24, 2016



Managerial Director,

Ernst and Young Co

London, State Capitol, Room 506

London, United Kingdom


Dear Managerial Director,

Pertaining to the proposal on Mentoring Program for new employees at Ernst and Young, find attached the proposal for an approval request. Appropriation of funds will be required for the facilitation of the said proposal for approval.

Very truly yours,



Phone Number

Email Address




Emerson, B., & Loehr, A. (2008). A manager’s guide to coaching. New York: AMACOM/American Management Association.

Kinder, A., Hughes, R., & Cooper, C. (2008). Employee well-being support. Chichester, England: John Wiley & Sons.

Korda, P. (2012). Strategy and training. [New York, N.Y.] (222 East 46th Street, New York, NY 10017): Business Expert Press.

Parsloe, E., & Leedham, M. (2009). Coaching and mentoring. London: Kogan Page.

Rock, D., & Donde, R. (2008). Driving organizational change with internal coaching programs: part one. Industrial and Commercial Training, 40(1), 10-18.

Rock, D., & Donde, R. (2008). Driving organizational change with internal coaching programs: part one. Industrial and Commercial Training, 40(1), 10-18.

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