All of the research indicates that organisations can benefit from well organised and effective mentoring programs which can either be internal or external. Large organisations are able to make arrangements internally for mentoring which ensures that the program meets organisational objectives. It is not necessary however, for the mentoring to be conducted by a member of the organisation’s staff. External mentors bring a different perspective to the task. For small organisations an external mentoring program can avoid line-management issues which can blur the relationship.

• Although the evidence is limited, mentoring is more effective as an ‘all round’ approach than off site training.
• Most organisations in the various studies and evaluations reported predominately positive outcomes including higher retention rates, improved productivity, improved cohesion and loyalty, increased skill leading to better client outcomes.

In a paper titled ‘Mentoring for the New Millennium’, Walker et al propose that the traditional dyad model of mentoring has not achieved its potential due to its lack of alignment with organisational culture and priorities. They argue that the potential of mentoring will only be realised by a ‘triad model’ which includes the mentor, mentee and organisation. This model acknowledges the importance of the organisational priorities, directions and culture to the mentoring outcomes as well as the value of mentoring to the learning and growth of the organisation itself.

They further suggest that in this model the mentoring process is both … a noun and a verb, as a definition and as an approach…’  that is outcome based and built on the goals and investments of the three partners – mentor, mentee and organisation. For the organisation the outcome will be an individual who is acculturated to the organisation for the mentor and mentee it is the attainment of professional skills and attributes.