Transitioning to a hybrid workforce: Mentorship programs must follow suit

Combining in-person communication with digital communication methods can help mentees get the guidance and support they need.

By Emily Payne | September 08, 2021 at 10:25 AM

Human resources concept "The hybrid workplace environment has led to a whole new set of skills that employees need to learn," says NovoEd's Todd Moran. (Image: Shutterstock)

Despite all of the benefits of working from home, many employees, especially those just starting out their career, have at least one major concern: the lack of opportunities to network and advance their careers.

Indeed, in a virtual environment, many of the professional relationships that would evolve naturally through regular in-office interactions just don't happen. Even companies' intentional mentorship programs have taken a hit over the past year.

Todd Moran, Todd Moran, chief learning strategist, NovoEd

Recommended For You

Given the current rate at which employees are leaving their employer to pursue new opportunities, creating strong workplace mentorship programs and establishing paths for career growth are even more imperative. Todd Moran, chief learning strategist with NovoEd recently shared some thoughts on how employers can redefine their mentorship programs for the new workplace.

What does the future of mentorship look like in a hybrid space?

As businesses embrace the hybrid workplace, mentorship programs must follow suit. Combining in-person communication with a variety of digital communication methods, like Slack or Microsoft Teams, can reduce Zoom fatigue and ensure that mentees get the right guidance and support at the right time. In a hybrid mentorship setup, mentors must take advantage of the time they spend with their mentees in-person to have constructive discussions and form connections, while also establishing open lines of communication and trust in remote settings through virtual coffee chats, accessible hours and a common goal for the mentorship program.

On the other hand, mentorships, where one or both parties are remote full-time, must consider the same central principles of finding ways to connect and earn each other's trust from the beginning. Varying levels of communication through chat services and video and welcoming digital spaces are essential to making fully digital mentorships function as effectively as their in-person or hybrid counterparts.

How can mentors and mentees connect when in a digital workspace, where casual interaction is rare?

While it's easier to have casual interactions in person, it is not impossible to do so in the digital workplace – it just requires more intention. Carving out five minutes on Monday morning to ask mentees how their weekend was or sending them a quick message with an interesting article or a funny gif are small, but purposeful, ways to build relationships through casual, digital interactions. By creating open, digital spaces that facilitate these informal interactions, mentors can form more meaningful relationships with their mentees, creating a solid foundation for feedback and guidance to take place. Establishing a comfortable rapport and deep level of trust between mentor and mentee ensures that the relationship will be successful and beneficial for both parties.

What have companies learned in the last year to improve their mentorship programs? What do they still have to learn?

Overall, employees have become more technologically savvy in the past year, enhancing their ability to communicate effectively in remote workplaces and learning how to cultivate relationships even when not meeting someone in person. With remote and hybrid work environments becoming the norm moving forward, companies must revamp mentorship programs to fit specifically into this new world of work and provide opportunities for asynchronous interactions to avoid fatigue from required face-to-face meetings.

The best mentorship programs are ones where both parties –– the mentor and the mentee –– learn alongside each other. When designing a mentorship program, businesses should focus on pairing mentors and mentees who can learn from one another together. For instance, a more senior manager can share advice on leadership style and future career path options to a more junior employee, while the junior worker can provide tips and tricks on navigating technology, social media and other new mediums so the more seasoned veteran can take advantage.

These peer-to-peer and even reverse mentorship opportunities can also be closely tied to DEI initiatives, as a way to be exposed to new perspectives, and can be incorporated in important learning initiatives, so that people can mentor each other in that safe context of learning a new skill together.

Organizations should also be thoughtful in the assignments, discussion prompts and materials provided in mentorship programs so they aren't solely one-way knowledge dissemination processes from mentor to mentee. For instance, hard skills and management discussions are well-tailored for mentees to learn from mentors, but weaving in technology workshops and discussions on work-life balance and mental health, for example, can allow senior employees and mentors to learn from their more junior mentees.

What skills do mentors need to provide guidance in this hybrid environment?

The hybrid workplace environment has led to a whole new set of skills that employees need to learn. Communicating effectively via digital workplace tools, shepherding teams through uncertainty and practicing resilience to weather crises have all become essential skills in the current hybrid workforce. As a result of these massive shifts in the way we work, mentors need to provide effective guidance to their mentees around how they can develop and excel in these new, but crucial, capabilities.

For example, mentors can share first-hand experiences on what worked best for them when getting acclimated using Slack or Zoom and can even offer a tutorial on how to navigate a new technology tool so the mentee is able to learn visually. These softer skills are best translated to newer employees when seasoned veterans lead by example, and mentors are in a unique position to pass on these skills, along with their years of wisdom, to mentees due to the nature of their relationships.

Why is it important to involve mentors and coaches into employees' learning and development plans?

Worldwide, 85% of employees are either not engaged or actively disengaged at work. Engagement can be improved by one-on-one mentoring relationships and properly implemented, specifically tailored learning development programs. Mentors and coaches also provide employees with a window into future career paths, which enhances learning and development plans by giving workers a better idea of the types of experiences they want to gain in the future.

By involving mentors and coaches in an employee's learning and development plan, employees have a resource they can turn to that allows them to further build on the skills they are learning, allowing them to more deeply understand and apply their newfound knowledge and capabilities to existing relationships, conversations and work.

NOT FOR REPRINT

© Touchpoint Markets, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more inforrmation visit Asset & Logo Licensing.

Emily Payne

Emily Payne is director, content analytics for ALM's Business & Finance Markets and former managing editor for BenefitsPRO. A Wisconsin native, she has spent the past decade writing and editing for various athletic and fitness publications. She holds an English degree and Business certificate from the University of Wisconsin.

By Alan Goforth | June 30, 2025

Beginning on July 7, however, some hybrid employees in Minnesota, where the insurance giant is based, and Washington, D.C., will be required to return to the office four days a week.

UnitedHealth joins growing trend, RTO mandates increased for hybrid employees

By Michael Popke | June 26, 2025

“Low deal volumes during the first half of 2025 suggest pent-up demand fueling a new wave of deals when market stability improves,” an expert predicts.

Survey reveals HR leaders face increasing due-diligence challenges on M&A deals

By Kristen Smithberg | June 26, 2025

Six percent of respondents said they have not disclosed their neurodivergence to anyone at work and about one-quarter said they have only disclosed their neurodivergence to managers.

Neurodivergent workers face burnout and bias despite unique skills
2025 Broker ICHRA Survey Report link

Research Report

Sponsored by Zorro and Ambetter Health

What do brokers really think about ICHRA five years in? This report reveals how the model is evolving, what’s driving adoption, and what brokers need to succeed as demand grows.

4 Key Win-Wins of Executive Medical Plans: Unlocking Far-Reaching Organizational Value link

Infographic

Sponsored by ArmadaCare

This infographic explores a cost-effective and compliant way to solve clients’ business problems before busy season hits full stride.

Advising on Annuities: The In-Plan Advantage for Your Clients link

Article

Sponsored by TIAA

Secure income is a top priority for your clients’ retirement plans, but annuities can be complex. This guide clarifies in-plan vs. retail options, empowering you to offer superior advice, highlight cost savings, and enhance client trust.