Just as there are types of mentoring to address career goals, there are different approaches to mentoring that can be used individually or combined to meet mentee-mentor interests in pursuing one-to-one or group-based experiences, the demands of time, and individual and organizational outcomes.
| | Traditional | Network | Group | Minute | Circle | Invisible | Reverse |
| Mentor | individual | group | one or two individuals | individual/many | group | individual/non-interactive | individual |
| Role of Mentor(s) | expert passing on knowledge to an individual | co-learners sharing knowledge | expert(s) passing on knowledge to a group | expert passing on knowledge | co-learners sharing knowledge | observed at a distance | new staff and/or from different generation passing on knowledge |
| Relationship(s) | hierarchical;
inside organization | hierarchical and peer;
inside/outside organization | hierarchical; inside organization | hierarchical and peer; inside/outside organization | circle of peers | mentor is subject of intense research | mentor and mentee convey information regarding generational similarities and differences |
| Time commitment | long-term | variable | long-term | minutes | medium/long-term | variable | long-term |
| Individual outcomes | enhanced performance;
career accomplishments;
career satisfaction;
career advancement | enhanced performance;
learning;
self-awareness;
social skills;
leadership capability | enhanced performance; career accomplishments; career advancement | enhanced performance; social skills | enhanced performance; career advancement; social skills; self-awareness | enhanced performance; learning | mutual learning and understanding;
career advice;
career advancement |
| Organizational outcomes | enhanced performance;
retention | enhanced performance;
retention;
organizational learning;
innovation;
leadership capacity | enhanced performance; retention; junior staff benefit from senior staff knowledge | enhanced performance; leadership capacity | enhanced performance; collaboration; learning; leadership capacity | enhanced performance;
learning | understanding of multi-generational issues |
Basic attributes of the "network" style:
- a small group of people to whom you turn for mentoring
- incorporation of individuals outside your own organization
- based on a high degree of mutual learning and trust
Basic attributes of the "group" style:
- one or two mentors provide mentoring to a group of employees
- enables an organization to provide mentoring to more mentees than one-on-one matching programs
- typically work with a group of mentees that have something in common, e.g., new middle managers, or wish to pursue a common need, e.g., those interested in advancing a career in management
Basic attributes of the "minute mentoring" style:
- based on the concept of speed-dating
- saves time
- many people meet one-on-one at an event for a few minutes at a time
- meet many different people in a short amount of time
- convey knowledge and "pearls" of wisdom
Basic attributes of the "mentoring circle" style:
- peer mentoring support network for friends and/or colleagues
- relationships are reciprocal in nature
- members of the circle support each others' professional and personal growth
Basic attributes of the "invisible" style:
- invisible mentors are leaders from who you can learn by observing from a distance
- learning is through extensive research into the mentor's life, including what has been written about him/her, speeches/presentations, etc.
Basic attributes of the "reverse" style:
- senior staff are paired with new employees, most often from a different generation
- senior staff gains new perspective about the future generation
- junior staff gains career advice and opportunity to interact with senior staff
