Mentoring has many benefits in the workplace, including being linked to enhancing helping behavior, situational satisfaction and attachment, and interpersonal relationships (Eby, Allen, Evans, Ng, & DuBois, 2008). Workplace mentoring, work attitudes, and some career outcomes are significantly related (Allen, Eby, Poteet, Lentz, & Lima, 2004; Underhill, 2006). Specifically, Underhill (2006) found that mentoring is connected with positive self- image, emotional adjustment, and well-being. Employees who mentor others have greater job satisfaction and a higher commitment to their employer (Ghosh & Reio, 2013). Additionally, mentors: 1) renew their enthusiasm in their roles as expert; 2) learn about the barriers experienced at lower levels of the organization; and 3) enhance their skills in coaching, counseling, listening, and modeling (United States Office of Personnel Management, 2008).

This Toolkit challenges the AUCD Network to make mentorship a priority, based on many respondents’ requests. It calls for the implementation of an effective mentorship program. This includes focusing on formal and informal mentoring relationships. The Toolkit also calls for the provision of funds to support these types of initiatives. Mentorship should take place within Network organizations and also between organizations, in order to maximize the far-reaching benefits of these supportive and positive connections. It is important to remember that effective mentorship programs require commitment, planning, and follow through.