A Competitive Edge: Mentoring in Workforce Development
By: Michael W. Harrison, Senior Director – Operations, at the Lilly Seaport Innovation Center and Hannah St. Laurent, Marketing Manager, Mass Mentoring Partnership
In today’s business landscape, organizations are constantly seeking ways to attract, retain, and develop top talent. Workforce development is crucial for maintaining a competitive edge, and one tool has consistently proven its value: mentoring.
The impact of mentoring spans the entire employee lifecycle – from pre-employment to seasoned leadership roles.
Cultivating Potential
The benefits of mentoring can be seen even before an individual joins the workforce. Mentoring programs can bridge the gap between education and employment, equipping individuals with the skills and confidence they need to succeed in their chosen field. This is particularly valuable for first-generation professionals or those from underrepresented communities who may face unique challenges in navigating the professional landscape. At the same time, these circumstances provide an opportunity for employers to look inward at the systemic barriers that make corporate spaces difficult to navigate. By refining internal cultures alongside mentoring efforts, companies take active responsibility for creating an environment where employees don’t just enter—they thrive. By finding ways to weave mentorship opportunities into workplace strategies from an early stage, companies may:
- Expand their talent pool: Connect with a wider range of potential candidates, including those from diverse backgrounds, or those in early-career positions looking for opportunities to expand their knowledge and career access.
- Develop essential skills: Help prospective employees with critical thinking, problem-solving, and communication skills.
- Build brand reputation: Demonstrate a commitment to social responsibility and talent development.
- Identify future leaders: Observe and nurture potential within a supportive and collaborative environment.
In Practice – Igniting Passion
A premier example of this strategy in action is the work of Michael W. Harrison, Senior Director – Operations, at the Lilly Seaport Innovation Center. Through a dedicated partnership with New Mission High School (NMHS), a high performing Boston Public School pilot school in Hyde Park, Michael has helped champion a program where students are paired with STEM professionals to ignite their passion and pave a clear path to success. This initiative allows students to build real-world connections and receive direct guidance, effectively fueling their curiosity while building the professional confidence necessary to thrive in the sciences.
Reflecting on the importance of these early interventions, Michael Harrison notes:
“Through our partnership with New Mission High School, students gain access to Lilly scientists who help them understand what STEM careers look and feel like and how to navigate the path from high school to college and beyond. Starting with students in the 10th, we focus on building professional skills and fostering honest conversations through graduation. Consistent mentoring over time gives students clarity, confidence, and direction, especially for students who may not otherwise have access to these networks. This early investment helps build a more prepared, confident, and resilient future workforce.”
The Role of Mass Mentoring Partnership (MMP)
To ensure these connections are more than just a fleeting introduction, Mass Mentoring Partnership (MMP) provides the essential framework for success. MMP doesn’t just help build the “bridge” between student and professional; they provide the tools to maintain it. With Lilly, MMP provided additional structure for a budding mentoring program between NMHS students and Lilly employees. A logic model was developed, identifying the key components of the mentoring project and highlighting areas of growth. To build out the project and provide growth opportunities, MMP hosted a series of mentoring trainings and facilitated mentor/mentee events and activities. By providing specialized training and resources, MMP ensured that healthy youth-adult relationships were the primary focus of this project – providing the critical “scaffolding” that allowed mentoring pairs to move past the initial introduction and into a deep, impactful relationship that stands the test of time.
Unleashing Potential in the Workplace
Once an individual joins an organization, it is key that mentoring continues to play a vital role in their professional growth and the overall success of the organization. Mentors can provide invaluable guidance to new hires, helping them acclimatize to the company culture, understand roles and responsibilities, and integrate into their teams more effectively. They may share their expertise, insights, and practical skills, helping new employees acquire new capabilities and expand their knowledge base. Strong mentor-mentee relationships foster a sense of belonging, support, and engagement, leading to increased job satisfaction and reduced turnover. They are also capable of contributing to a more inclusive workplace by providing support and guidance to employees from diverse backgrounds, promoting equitable career advancement opportunities. MMP has provided direct service to employers seeking to capitalize on these benefits with their employees, most recently with programs for Starbucks and Fidelity.
Focusing on Outcomes
While the qualitative benefits of mentoring are undeniable, its positive impact on the bottom line is also clear. Investing in mentoring relationships and programs can lead to reduced turnover, increased productivity and performance, and a stronger organizational culture. It is a proven foundational asset for a young person’s successful path to adulthood and a powerful intervention strategy that saves taxpayer dollars. The data is clear: for every dollar invested in effective mentoring programs, there is a return of $2.72 to the economy.1 By fostering self-confidence and self-efficacy, mentoring doesn’t just change an individual’s outlook—it builds the productive, stable workforce we all want and need. This level of credibility and long-term economic impact is exactly what keeps leaders, like Michael, committed to these partnerships.
When individuals feel supported and have a strong support system in their corner, they are more likely to remain engaged in their workplace, reducing the desire to leave and seek alternative employment opportunities.“At Lilly, mentoring is not about checking in—it is about helping employees navigate a complex organization and make informed decisions to better steer their careers,” says Harrison. “When we are intentional about mentoring and provide access to guidance and opportunity tailored to an employee’s goals, employees are more likely to stay engaged, develop, and envision a future for themselves here. Mentoring is a key part of both retention and long‑term leadership development.”
In today’s complex and competitive business environment, workforce development is no longer optional – it’s a strategic imperative. Mentoring stands out as a powerful and cost-effective value-add that can unlock the full potential of employees, from the pre-employment stage to their journey through the leadership ranks. By investing in meaningful mentoring programs that focus on genuine connection and measurable outcomes, organizations can cultivate a resilient, high-performing, and inclusive workforce that drives sustainable growth and success. Remember, mentoring is not just a nice-to-have – it’s an essential ingredient for building the workforce we all want to hire.
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About Mass Mentoring Partnership (MMP): MMP’s mission is to ensure that all young people in Massachusetts have the mentoring relationships they need to develop into thriving, engaged adults, resulting in vibrant communities. In MMP’s unique role as an intermediary organization, they provide the critical link between national evidence-based research and local programs that promote the quality and quantity of mentoring relationships. MMP invests in the support young people need by providing the tools adults require in order to truly show up for youth in a caring and consistent way by bringing research to practice and theory to action. They provide tools, research, training, and best practices needed to help increase the capacity and quality of mentoring programs and youth-serving organizations across the state.