One of the goals of many formal mentoring programs is to bring the organization to the point where the majority of mentoring is carried out informally, without the need for substantial, structured support from HR and elsewhere. The problem, in most cases, is that completely informal mentoring – where people come together without guidance and without clarity about the mentoring role – is a hit and miss affair. Not only is the quality of the relationships highly variable, but the pairings tend to exclude people who do not fit the mould, by virtue of their gender, race, culture or some other differentiating factor.
Clutterbuck, D. (2004), "Making the most of informal mentoring: A positive climate is key", Development and Learning in Organizations, Vol. 18 No. 4, pp. 16-17. https://doi.org/10.1108/14777280410544574
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