How to communicate with the mentoring program participants

In the article on the mentor of a mentoring program, we wrote about the competencies and responsibilities of the person coordinating mentoring in an organization. In turn, in text about assessing the standard and quality of the program, in the context of the 6 principles of the European Mentoring and Coaching Council, we emphasized that the quality of mentoring is not only a good match of pairs or the experience of mentors – it is also consistent, regular communication with participants

In this text, we want to develop this theme in a practical way: how should a coordinator support mentors and mentees at the next stages of a mentoring program? After all, communication in mentoring does not end with sending an email about the start of recruitment. It continues – from the first announcement of the program to the celebration of the end. From the article below, you will learn what the role of the mentoring program coordinator is at each stage of the process.

Stage 1 Preparing for the program: building awareness and commitment

At the preparation stage, it is crucial to build a context:

• Why do we run the program?
• Who is it aimed at?
• What will participants realistically gain?
• How does mentoring fit into the organization’s strategy?

It is worth including ambassadors of the program – leaders, alumni of previous editions, people with authority in the organization. Their voice increases credibility and lowers the barrier to entry.

The role of the coordinator is:

• Preparation of consistent messages (email, intranet, meetings),
• Ensuring clear criteria for participation,
• Creating answers to questions and addressing concerns.

How does Mentiway support processes at this point? At the preparation stage, you can configure the application forms, role descriptions and FAQ section in advance so that communication is consistent with the later process. You can read more about implementing a mentoring program in our guide to effective process creation in organizations.

Stage 2 Recruitment: transparency and a sense of security

Recruitment is the moment when participants make their decision to get involved. Lack of clear information can effectively discourage.

The coordinator should take care of:

• legible application form,
• Clear deadlines (by when to recruit, when to start),
• Information on how the selection of pairs looks like,
• message, which happens after the submission.

At Mentiway, the forms are integrated into the pair selection process, which avoids organizational chaos and speeds up the analysis of requests.

Stage 3 Program launch: maximum clarity

The timing of the launch is critical. Even the best-designed program can “fall apart” communicatively if participants don’t know:

• What is their role,
• What are the next steps,
• How often they should meet,
• Who to contact in case of problems.

At this stage, the coordinator should:

• hold an inaugural meeting,
• present a schedule,
• Recall the principles of confidentiality and accountability,
• indicate the channels of contact.

At Mentiway, participants have access to a knowledge base, suggested agendas for first meetings, and a clear view of the process – significantly reducing the sense of confusion.

Post-launch stage 4: monitoring and reminders

Many programs lose momentum a few weeks after launch. Why? Because no one checks to see if the relationships have actually taken off.

The role of the coordinator is:

• Making sure couples have had their first meeting,
• A reminder of the recommended frequency of sessions,
• Prompt response in the absence of contact between the parties.

In Mentiway, the administration panel allows to check the statuses of pairs, meeting dates and activity of participants. The coordinator can also send a message to all or a selected group directly from the platform.

Stage 5 Halfway through the process: a moment of reflection and reinforcement

The middle of the program is an excellent time to:

• A short evaluation questionnaire,
• Intervision meeting for mentors,
• and, if necessary, supervision (which we wrote more about in the article on supervision in mentoring).

It’s also a good time to celebrate the halfway point, that is, to emphasize the participants’ commitment and remind them of the goals they set at the beginning.

In Mentiway, you can plan events, communicate them to the entire group and analyze the first qualitative data.

Step 6 Preparing to close the process: consciously close the relationship

The end of mentoring should not be random. The coordinator should beforehand:

• Recall the end date of the program,
• Provide guidance on how to conduct a debriefing session,
• Encourage reflection on the achievement of goals.

The Mentiway platform provides checklists and suggested agendas for closing sessions, which facilitates an orderly end to the relationship.

Stage 7 Completion and evaluation: data that builds the next edition

Once the program is formally completed, it is a good idea to make sure that:

• All processes have been closed,
• Participants completed evaluation questionnaires,
• qualitative and quantitative findings were collected.

Mentiway’s administration panel provides statistics, reports and summaries to help evaluate the program’s effectiveness and prepare recommendations for the next edition.

Stage 8 Celebration: offline matters

Although mentoring often takes place in 1:1 meetings, the end of the program is worth celebrating together – preferably in an offline format.

The presentation of certificates, thanks to the mentors, and short speeches by the participants are the moments:

• Strengthens the culture of development in the organization,
• builds the prestige of the program,
• Encourages more people to participate in future editions.

Communication is not an add-on. It’s the foundation of quality

If we look at the quality standards for mentoring programs promoted by the European Mentoring and Coaching Council, we see that transparency, ethics, accountability and evaluation are impossible without systematic communication with participants.

The coordinator’s role, therefore, is not just to “launch the program.” It’s a constant accompaniment of the process – from the announcement, to the support during, to the conscious closing and analysis of the effects. If you want to see the effects of a well-designed mentoring program, read our case study on international mentoring implemented at BORG Automotive.

Well-designed communications:

• increases engagement,
• Minimizes the risk of “dead pairs.”
• Improves the quality of the participants’ experience,
• and realistically affects the effectiveness of the program.

And when supported by technology – the process becomes not only more structured, but also scalable.

Q&A – the most common questions about communication in a mentoring program

Should communication with participants be limited to the start of the program?

No. This is one of the most common organizational mistakes. Communication should cover the whole life cycle of the program – from announcement and recruitment, to monitoring during the process, to informed closure and evaluation. Lack of regular contact increases the risk of declining engagement and so-called “dead couples.”

How often should the coordinator contact mentors and mentees?

It depends on the length of the program, but in practice, it’s a good idea to plan for the minimum:

• launch communications,
• A reminder after 2-4 weeks,
• mid-process contact,
• communication before completion,
• A summary message with an evaluation.

Regularity builds a sense of security and shows that the process is important to the organization.

What to do if the mentoring couple has not started meetings?

First, it is worth sending a neutral reminder to both parties. If inactivity persists, the coordinator should contact the mentor and mentee individually to identify the cause (lack of time, uncertainty, difficulty initiating contact). Sometimes a brief organizational support is enough to get the process moving.

Access to the statuses of couples and meeting dates in the administration panel greatly facilitates quick response.

Are intervisits and supervisions necessary in every program?

They are not always mandatory, but in medium and large programs they definitely improve the quality of the process. Supervision supports mentors in working with difficult situations and is part of the quality standards promoted by the European Mentoring and Coaching Council.

It is also part of building a professional mentoring culture in the organization.

How to prepare participants for the end of the program?

Preferably in advance. The coordinator should:

• remind of the end date,
• share the agenda of the summary session,
• Encourage reflection on the achievement of goals,
• inform about evaluation surveys.

Consciously closing the mentoring relationship is as important as getting it off to a good start.

Does the celebration of the end of the mentoring program matter?

Yes – and bigger than it seems. The wrap-up meeting (preferably offline) reinforces the prestige of the program, builds a sense of community and increases interest in future editions. It’s also a moment of appreciation for the mentors, who are often involved in the process additionally, outside of their daily duties.

How can technology support communication in a mentoring program?

A well-designed mentoring platform:

• organizes recruitment,
• automates reminders,
• Enables monitoring of pair statuses,
• Supports evaluation and reporting,
• facilitates mass and individual communication.

This way, the coordinator does not work “manually” in sheets and emails, but manages the process in a structured and scalable way.