A mentoring relationship is a hands-on, one-on-one relationship built on trust and confidentiality. Most successful people have at one time enjoyed the benefit of a relationship with an individual who has served them as a Mentor. Mentoring is a positive, supportive relationship encouraging people to develop to their fullest potential. Mentoring is not counselling.

Mentoring relationships are geared towards setting career development goals, focusing on professional development, actioning plans and navigating barriers that may exist in the workplace.

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Mentors are important

A good mentor inspires you, stretches you, connects you, develops your EQ, opens your mind and most importantly, doesn’t judge. They provide a safe space to learn, experiment and ask questions, no matter how seemingly stupid. In the corporate world, mentoring boosts employee engagement and retention, as well as knowledge retention. In short, mentorship is a way to soak up the wisdom of those who have gone before you, in a way that sticks.

Finding the right mentor

The right mentor doesn’t necessarily mean the most senior person in your organisation. Look around your organisation and identify people you admire, respect and/or you think are doing a great job in an area that you might like to work in the future.

You should be looking for a mentor who is going to be approachable, possibly someone who you believe you would have a good connection with. Having a mentor who you don’t connect with, clearly would not work. Importantly, think about working with a mentor who has different experiences from you and outside the area you currently work. This can help you broaden your approach and look at a situation from many sides.

Learning outcomes

By participating in this program you will:

  • Improve ability to connect with others in a professional manner
  • Improve professional communication skills (i.e. public speaking skills, active listening skills)
  • Improve constructive feedback skills
  • Increasing the engagement of employees through interactions with a mentor
  • Assisting employees in developing a mentoring relationship for career development in an effort to increase knowledge, skills, and competencies that may be needed for current job duties or future career advancement

Why Griffith supports mentoring

Mentoring is a powerful tool to connect staff and share knowledge with a number of organisational benefits:

  • Develops a culture of learning excellence
  • Facilities a sense of community
  • Provides an opportunity to increase the understanding of the Griffith way
  • Provides a practical mechanism to retain and grow great staff
  • Improves communication across work departments

Benefits and responsibilities


  • Learn from experienced managers and leaders
  • Develops and broadens your networks and understanding of the organisation
  • Increase skills and knowledge
  • Reduces isolation
  • Gain insight into future planning, development goals and self-development
  • Set your goals, visions and values and work towards achieving your objectives
  • Grow with confidence
  • Gains insight of organisational culture
  • Gets assistance with ideas and honest feedback

Role and responsibilities

  • Meet with your mentor each month and/or engage in mentoring activities in person (or on the telephone as a backup);
  • Be proactive about contacting your mentor and scheduling meetings;
  • Commit to self-development;
  • Assume responsibility for acquiring or improving skills and knowledge;
  • Discuss individual development planning with the mentor;
  • Be open and honest on goals, expectations, challenges, and concerns so others can help you;
  • Prepare for meetings and come with an agenda;
  • Actively listen and ask questions;
  • Seek advice, opinion, feedback, and direction from the mentor;
  • Be receptive to constructive criticism/feedback and ask for it;
  • Keep your conversations confidential;
  • Respect the mentor’s time and resources;
  • Stay accessible, committed, and engaged during the length of the program;
  • Comfortably give feedback to the mentor on what is working or not working in the mentoring relationship;
  • Let the Mentoring Program Manager know as soon as possible if you are having a problem connecting with your mentor.


  • Share experience, skills and knowledge
  • Develop your networks
  • Develops leadership and mentoring skills
  • Share new perspectives with other colleagues
  • Provides an opportunity to contribute and a sense of satisfaction
  • Reflect upon and articulate knowledge
  • Gain a different perspective from another colleague
  • Explore your choices as a manager and leader plus lessons learned along the way
  • Increases generational awareness

Role and responsibilities

  • Meet with your mentee and/or engage in mentoring activities in-person (or on the telephone as a backup);
  • Willingly share your experience and professional success in the organization;
  • Explain how the organization is structured;
  • Guide don’t direct;
  • Support the organization’s mission, vision, and goals;
  • Look for experiences that will stretch the mentee (i.e., shadowing during meetings, suggested readings, etc.);
  • Stay accessible, committed, and engaged during the length of the program;
  • Listen well; Provide open and candid feedback;
  • Offer encouragement through genuine positive reinforcement;
  • Be a positive role model;
  • Share “lessons learned” from their own experiences;
  • Be a resource and a sounding board; Keep your conversations confidential;
  • Let the Mentoring Program Manager know as soon as possible if you are having a problem connecting with your mentee.

The Mentoring Process

Guides and tools

For All Staff
Staff mentoring information

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For Mentees
Setting mentee goals

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Mentee first meeting checklist

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For Mentors
Mentor first meeting checklist

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Contact us

Common questions