At Conductix$-$Wampfler, Anyone Can Have a Mentor

Like other manufacturers today, Conductix$-$Wampfler struggles to find and keep qualified workers. The maker of systems for transmitting energy and data to mobile machinery and equipment has three manufacturing facilities$$two in Nebraska and one in Iowa. Across these facilities, the rate of employee turnover is $7\%,$ below the industry average, thanks in part to the work of Jessica Jones, Conductix's learning management coordinator. Her programs include leadership development for middle managers and a mentorship program that spreads career development opportunities to the workforce.

At Conductix$-$Wampfler, every new hire is assigned to a mentor. Furthermore, existing employees can request a mentor when they have moved to a new position, are taking on additional responsibilities, or want to explore additional career growth. For example, an employee might want to interact better with new technology or understand the business side of operations. These opportunities are available to management and non$-$management employees. Jones and her select team mentors based on identifying the employee who can best help the prot$$g$$ achieve their goals. The mentor may come from the same department or another department. In Jones's experience, sometimes a mentor from another group is particularly helpful for enabling a prot$$g$$ to understand a situation from a fresh perspective.

Conductix not only assign mentors; it also develops their capabilities for filling this role. The company provides one$-$on$-$one coaching on how to start a mentoring relationship. They participate in online training about how to set goals, give feedback, and handle confidential information. Prot$$g$$s$,$ too, receive training on getting the most out of the program by participating effectively in meetings and setting goals. The company expects prot$$g$$s to take responsibility for their role in these developmental relationships.

Conductix rewards mentors for participating in its mentorship program. Mentors who fulfill the role's requirements earn a $$500$ bonus after $90$ days and are eligible for additional bonuses at their twice$-$yearly performance reviews. They also may receive recognition in spotlight stories in the company newsletter. But bonuses and recognition may not be the most significant reward. Mentors often have told Jones that because of the preparation necessary to guide another person, they learned as much as they taught their prot$$g$$s$.$ Mentoring becomes a development experience for the mentors, giving them leadership experience and opportunities to interact with management and co$-$workers in other functions. It may become a stepping stone to a promotion for the mentors.

Benefits also flow to the prot$$g$$s$,$ who quickly gain a better understanding of their job and the company. They can more readily increase their skills and identify opportunities to move ahead. Conductix, in turn, benefits from loyal employees, a safer work environment, and a pool of talent to fill open positions from within.

Questions

$1.$ Suggest ways that practical assessment could contribute to the success of Conductix$-$Wampfler's mentorship program.

$2.$ How does Conductix$-$Wampfler's mentorship program support employee development?