Mentoring

The term mentor has been used to describe relationships between apprentices and masters, and trade guilds, but most recently, to describe relationships between professionals and protégés.

Mentoring can benefit both mentor and mentee. Mentors who recruit less experienced talent have the advantage of contacting quality preprofessionals early, and mentees get experience and begin to build a network. Mentors learn valuable training and leadership skills while enacting their role, and can experience greater job satisfaction.

Various studies have been conducted to learn more about the concept of mentoring. Tsedal Beyene, Marjorie Anglin, William Sanchez, and Mary Ballou (2002) studied the responses of mentees after their experience in a mentoring program. They found that both parties derive knowledge and skills as well as emotional support from the experience. Mentees look to their mentors to model professional behavior and learn the often unwritten rules of an organization. Most agreed that the mentor became a role model to them. Almost three fourths agreed that the relationship was a success. Mentees described an ideal mentor as “nurturing, knowledgeable, listening, a friend, trustworthy, open-minded, a role model, approachable, helpful, encouraging, initiating, loyal, patient, nonjudgmental, should share similar interests, and should have a positive attitude and a sense of humor” (p. 102).

Today, mentoring is one of the most important tools in equipping professionals for the future. These relationships help mentees reach the next level in their professional careers. Mentoring encompasses wisdom, loyalty, motivation, and trust. This is an ongoing process that lasts until the goal of the mentee has been accomplished. When applied properly, mentoring is a win-win situation for everyone involved.

The public relations profession knows mentoring is important. The profession has made many successful efforts to implement mentoring programs in the field. Because public relations plays a vital role in organizations, mentoring professionals and providing them with the right tools for success is essential. Because the public relations field is changing at a rapid rate, there is a great need to keep the employees up to date and committed to their organization and to the profession.

Some Public Relations Society of America (PRSA) chapters have set up internal mentoring programs. These programs give new practitioners a chance to be guided by older, more experienced professionals. This guidance prepares the mentee to take on the upper level positions of his or her superior in that organization or elsewhere. These [Page 565]investments show that organizations value their employees and will do whatever it takes to see them succeed (PRSA, 2003).

A mentor has the opportunity to increase personal professionalism and the professionalism of others through counseling and hands-on experience. This gives mentors a chance to sharpen their managerial skills while playing a significant role in the growth and career path of another. PRSA chapters have set up mentoring programs to help members enhance their skills and knowledge regarding the field (PRSA, 2003).

Nationally, PRSA set in place the College of Fellows Mentoring Program. This program makes it possible for all levels of practitioners to share knowledge and business expertise. This program also counsels one along his or her career path and decision-making choices. Members of PRSA who are chosen to be mentors have over 20 years of experience. They are carefully elected by the College because they “demonstrate superior capability as a practitioner, exhibit personal and professional qualities that serve as a role model for other practitioners and have advanced the state of the profession” (PRSA, 2003).

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