In many companies, mentoring is on the 'nice to have' list. This is exactly where a strategic lever lies, which many do not recognize. If you want to retain talent, pass on knowledge, and develop leadership, you can't get past a well-thought-out mentoring program. But how do you convince internally – especially if the topic hasn't been given a stage yet? In this article, you will get a clear roadmap on how to make the benefits of mentoring visible and take all stakeholders along.

Why mentoring is often underestimated

Mentoring is not a new concept. Nevertheless, it has a hard time gaining traction when it comes to actual implementation. This is partly due to unclear expectations: Many confuse mentoring with coaching or a buddy system. Additionally, measurable results are often lacking, especially if programs run informally or without strategic embedding. Mentoring is often dismissed as a 'soft subject' – something for the feel-good culture, but not for hard business goals. This is precisely where the misunderstanding lies, because mentoring can measurably contribute to key HR goals.

The key is targeted argumentation

To demonstrate the value of mentoring within an organization, differentiated arguments are needed. Not all stakeholders tick the same way – and that's a good thing. Here's a quick overview of what is important to whom:

For management, mentoring is convincing when it contributes to specific business goals. Studies like those from Harvard Business Review show that employees participating in a mentoring program are less likely to resign and are significantly more engaged. Deloitte also points out in its Diversity Reports that structured mentoring initiatives play a key role in talent retention – especially among underrepresented groups. Tip: Show how a structured program directly contributes to OKRs or business goals. Mentoring requires time initially but saves leaders exactly that time in the long run.

Team leads are interested in how they can efficiently develop their teams. Here, mentoring can alleviate some of the burden, since experienced employees share their knowledge and new colleagues are integrated more quickly. At the same time, it promotes the development of leadership skills at all levels. Tip: Concerns often arise that mentoring means additional time investment for talents.

For employees, it is often the feeling of being seen and supported that counts. Mentoring creates exactly this space. It offers access to experiential knowledge, orientation within the company, and new perspectives. Especially for talents who are not actively seeking development formats, mentoring can be the entry into sustainable development. Tip: Use testimonials from former mentees to make the impact tangible.

Making the benefits visible: Data and KPIs

Ultimately, every initiative is a cost-benefit question. That's why you need numbers to convince. Those who want to establish mentoring internally need facts, benchmarks, and examples. Here are some levers that can be utilized:

Key metrics:

• Retention rate of mentees and mentors

• Number of internal developments post-mentoring

• Feedback scores on development and belonging

• Mentoring as part of the engagement survey

Change needs communication, not an email invitation

A mentoring program cannot be started simply via a mass email. It requires a clear internal narrative: Why this program? Why now? And most importantly: What does it mean for each and every individual?

Start with a strong narrative. Use real stories from colleagues who have benefited from informal mentoring. Show what is possible. Ensure that internal communication not only informs but invites. Purposefully invite mentors to serve as ambassadors. Make the topic visible. That means on the intranet, in all-hands meetings, in leadership updates.

Once leaders recognize the added value, acceptance will increase throughout the company. And when the first mentees share how much they have benefited, mentoring becomes more than just an HR project – it becomes part of the culture.

Conclusion

Properly implemented, mentoring becomes a strategic tool that promotes retention, culture, and development. To convince internally, a clear stance, concrete arguments, and good stories are needed.