“I didn't even know this existed, otherwise I would have joined immediately.” This statement hits many HR managers like a blow. Because it means: The mentoring program was there, the opportunity was there – but the communication failed. No information, no feeling of invitation, no visibility. The result: Potential remained untapped, opportunities missed.

In a time when employees are looking for meaning, belonging, and development, mentoring can be a strong signal. But only if it is heard. This article shows how communication must be designed so that mentoring doesn't remain a pilot project, but becomes a lived culture with an increasing number of participants.

Why many mentoring programs remain under the radar

Although many companies now offer mentoring programs, it often happens that only a few employees know about the offer or know exactly how it works. Often there is a lack of clear information on the process, time commitment, or expectations, or role models showing how mentoring works. Without visibility, mentoring remains an abstract option instead of a lived opportunity.

What clear, persuasive communication achieves

Communication can break down barriers and promote participation when it fulfills three goals:

1. Enable understanding
   Employees need to know what mentoring is, how it works, and what is expected. When the process, roles, and obligations are clear, the fear of getting started decreases.

   
   

2. Show relevance
   Depending on the corporate culture, not every employee automatically sees the benefits of mentoring. It is important to provide examples that show how something has changed professionally or personally: more clarity, better networks, faster advancement.

   
   

3. Inspire motivation
   Those who participate need to feel that their participation is valued and has impact. Visible successes and recognition create just that.

Practical steps to make communication more effective

Targeted audience addressing
New employees, specialists, and managers have different needs. Communication must recognize and address these differences with appropriate messages and channels. While new team members tend to look for orientation, experienced colleagues want to share their wealth of experience.

Example: For career starters, HR sends a personal email with the subject “Kickstart your career with a mentor.” For managers, there is an invitation to a mentoring lunch with testimonials from other executives.

Combine multiple channels
Communication should take place where employees already are. Above all, however, communication should be multi-channel to ensure the message sticks.

Example: Announcement in the intranet, reminders via Teams, a short video in the newsletter, and an information flyer in the coffee kitchen.

Start early & remind regularly
Many programs lose visibility because they are only communicated once. The key: Regularity brings continuity.

Example: Three weeks before the registration deadline, a first reminder goes out. After that, a weekly success testimonial is shared on the intranet.

Incorporate role models and leadership
When leaders visibly support the mentoring program, or even participate themselves, it creates a huge signaling effect. It shows that mentoring is not an HR initiative “for others,” but strategically important and also desired by top management. This visible support provides legitimacy and awareness.

Example: In the quarterly meeting, the department head shares how mentoring a junior gave them completely new perspectives on existing team processes.

Measure success & make it visible
Showing what the program has achieved motivates others to participate. Success stories are particularly suitable for this, where participants from previous cycles are introduced and their positive experiences are shared.

Example: An infographic in the internal newsletter shows: 84% of participants recommend the mentoring program. Plus, a photo of a mentee and a quote about how mentoring helped them on their career path.

Conclusion

Mentoring programs only have an impact if employees know they exist, understand their benefits, and know how they can participate. If companies strategically improve their communication in mentoring – with clear messages, appropriate channels, measurability, and leadership as support – participation increases. This creates real growth, both individually and organizationally.