The easiest and sometimes most effective way for a new employee to learn his or her way around a job is to be paired with a veteran who can show him or her the ropes. This type of informal, unstructured type of program, once a common practice, may not be adequate in today’s more complex, cross-functional workplace. Some organizations have taken mentoring to the next level by formalizing their mentoring program, in which the mentor helps the protege achieve clearly defined goals.

IT Manager Republic recently published a series of articles by TechRepublic contributor Jim Welp on how to evaluate and launch a formal mentoring program to benefit both the protege and the company. Download this article compilation and a PowerPoint presentation you can use to convince senior management that a formal mentoring program can benefit both mentor and protege.

Les McKeown, CEO of Deliver The Promise, said a new approach is needed because mentoring has evolved in the last decade.

“It’s less about seniority and teaching and more about sharing and development. In its purest sense, mentoring is about supporting and developing the all-around growth of the protege, not just making them better at their job,” McKeown said.

If you’re considering a mentoring program, one of the first steps is to gain support from senior management and from the target audience. To help you make your case, download this package of articles and a PowerPoint presentation based on the series. The presentation follows the articles and outlines the main points of mentoring—what it is, what benefits it can bring to an organization, what it could cost, and how to get started.