Two thirds of mentoring relationships fail. That's not a warning from a pessimist - it's the finding of Professor David Clutterbuck, co-founder of the European Mentoring & Coaching Council, after decades of research into what makes mentoring work.

Perhaps you're already considering using mentoring to help create diversity and inclusion within your organisation. Well, you're not alone...

The post pandemic work landscape means more people are now working remotely and adapting to the virtual work environment. This is throwing up all manner of new challenges that we need to work through, not least how to successfully onboard and retain new employees.

Recently, I revisited a fascinating piece penned by Simon Reichwald from Connectr, published in The HR Director. This article resonates with our own experiences, given our many years of supplying the software necessary to facilitate various mentoring programs. Below, I highlight some of the crucial insights that were detailed in the article.

It is clear that mentoring has benefits for both men and women in the workplace. Why then aren't more women involved in mentoring roles, either as mentors or mentees, especially when there are clear advantages to it?

When most individuals consider mentoring, they often associate it with career guidance and advice. Traditional mentoring setups commonly match younger staff members with their more seasoned counterparts.

You may have heard of reverse mentoring, and even have a thorough understanding of it, but actually implementing a reverse mentoring programme within a workplace, an association or university can be quite daunting. So, how do you get started?

One of the standout legacies of the Covid pandemic has been the way it has revolutionised the workplace. Overnight, organisations had to gear up to home and distance working in a way that would have been unimaginable 12 months earlier.

A survey by Accountemps, found that 86 percent of CFOs believed that having a mentor is somewhat or very important for career development - yet only 26 percent of workers have a mentor.

At PLD we are seeing an increasing number of organisations realising that mentoring is becoming a critical component to any successful organisation.