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Virtual work environments are characterized
by infrequent or total absence of physical
proximity between group members and managers, and high frequency of various forms
of electronic communication, ranging from simple email correspondence to sophisticated
video conferencing. While there are many benefits
that accrue to members of virtual teams, they also
can suffer from feelings of isolation, be excluded
from important information networks, and miss out
on important rites and rituals in the organization.
It is helpful to begin by defining how
mentoring relationships are characterized and
developed, focusing on traditional mentoring
relationships. Most importantly, mentoring is a
voluntary association. So, for our purposes, we will
exclude formal programs in companies that attempt
to match a seasoned worker with a new hire, while calling these mentoring programs. In reality,
these programs are merely formal socialization processes, and lack the characteristics of
true mentoring. Mentors and protégés engage in
self-selected relationships that provide mutual benefits. Both mentor and protégé fulfill needs
and acquire benefits from each other.
Mentors provide protégés with advice
and information through the eyes of a seasoned
veteran of the organization's culture and life in
the trenches. This helps the protégé avoid
political minefields. The mentor can champion the protégé's accomplishments, and help
provide exposure to the dominant decision making coalition in the organization, invaluable for
career advancement. It has been shown that a
mentor helps increase understanding of policies as well
as increases the resource power of the
protégé. Having a mentor helps the protégé develop
better linkages to organizational goals, humanizes
the corporate environment, integrates the protégé
into the corporate culture faster than those not mentored, and increases the productivity of
the protégé because he knows what to do and where
to spend his time and effort. Mentored individuals may also experience decreased turnover
because their socialization into the organization, under
the tutelage of their mentor, gives them a better understanding about how
to succeed. Protection and privilege are also frequently benefits
conveyed to the protégé by the mentor. Mentors can
run interference, help with damage control when necessary, and do special favors for protégés.
These are not one-sided relationships, however. The protégé provides direct benefits
to the mentor, as well. Mentors derive intrinsic satisfaction from their altruistic
behavior, providing guidance and support to help
develop young professionals. Peers of the
mentor acknowledge the fact that the mentor invests
his time and energy to develop talent for the benefit
of the organization. They also receive
psychological and technical support from the protégé;
mentors can use the resources of their protégés in their
own work, to potentially enhance their personal productivity and satisfaction. |
