FIRM

inMOTION
A PCPS e-Toolkit: Mentoring Guide
INTRODUCTION

The purpose of the AICPA PCPS Mentoring Guide is to 1) offer guidance and tools to firms
interested in implementing a mentoring program and 2) offer guidance and tools to mentee
and mentors to help them navigate the mentoring process.

Each tool provided can be customized to fit the needs of any firm. Whether you are looking to
develop a formal mentoring program or just to share information, the tools offer helpful guidance
on the mentoring process.

Navigate through this document by using the table of contents.

DISCLAIMER: The contents of this publication do not necessarily reflect the position or opinion of the American Institute of CPAs, its divisions and
its committees. This publication is designed to provide accurate and authoritative information on the subject covered. It is distributed with the
understanding that the authors are not engaged in rendering legal, accounting or other professional services. If legal advice or other expert assistance
is required, the services of a competent professional should be sought.

For more information about the procedure for requesting permission to make copies of any part of this work, please email copyright@aicpa.org with your
request. Otherwise, requests should be written and mailed to the Permissions Department, AICPA, 220 Leigh Farm Road, Durham, NC 27707–8110.
TABLE
of CONTENTS
Part I. Firm Leadership Guidance and Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Why Mentoring? .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Mentoring Policy and Procedures Document .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Part II. Mentor and Mentee Guidance and Tools.. . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Finding the Right Mentor Tip Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Mentor and Mentee Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Mentoring Assessment Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Mentee Profile Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Mentoring Agreement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Initial Meeting Checklist .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Meeting Journal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Six-Month Review Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
 PART I
FIRM LEADERSHIP
GUIDANCE AND TOOLS

Why Mentoring?
As workforce demographics shift and technology continues to automate traditional
workforce functions, having a stable mentoring program in place can help build
a connective and communicative workplace. Mentors are more than just advisers,
and can provide staff with the knowledge, expertise and support needed throughout
their careers.

Mentoring can be beneficial not only for the mentor and mentee, but the firm as well.
No matter what the generation or firm size, mentoring programs can be a valuable
asset to firms, because they help to prepare the future leaders of the profession.

Boost
Motivate Morale Inspire

Lead by Develop
Example Talent

Share
Build Staff Knowledge
and Firm and
Loyalty Expertise

WHY MENTORING?

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 Benefits to Mentors Benefits to Mentees Benefits to Firms
Gains satisfaction of sharing Gains knowledge, feedback and Encourages retention
knowledge and expertise with others perspective on their career path

Learns more about other areas within Learns skills that are relevant Reduces turnover
the firm to reach career goals

Affirms professional competence Provides an opportunity to network Improves productivity

with influential employees

Provides an opportunity to build Gives exposure to diverse Elevates knowledge transfer

leadership skills perspectives and experiences between employees

Provides an opportunity to gain Gains access to a professional Enhances professional

insights from future leaders in network development
the profession
Creates opportunities to strengthen Increases self-confidence in Supports creation of a
knowledge base and improve technical and soft skills multicultural workforce by
communication skills creating relationships among
diverse employees

Creates new support networks with Encourages goal-setting, risk-taking Creates a mentoring culture,
other professionals within the field and achieving at higher personal which promotes employee
and/or professional standards growth and development

Provides satisfaction by helping Provides a forum for professional Enhances strategic business
emerging professionals develop issues and to seek and receive initiatives
potential advice on how to balance new
responsibilities

Promotes the professional Reflects commitment to personal Breaks down the "silo" mentality
recognition of mentors for their and professional growth
commitment to developing the
talents of future leaders

Portions of this table were excerpted from Exhibit 1, “Mentoring Program Benefits,” published in the March 2014 Journal of
Accountancy article, “How to start and run a mentoring program” (journalofaccountancy.com/Issues/2014/Mar/20138640.htm).
The source cited for the Exhibit 1 was Gatto, Pope & Walwick LLP.

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 Mentoring Policy and Procedures Document
The following mentoring policy illustrates the importance of mentoring and offers a customizable policy
that firms can implement into their day-to-day procedures.

Mentoring Policy and Procedures

Mentoring is an important part of the day to day activities of .

As a firm, we believe that a successful mentoring program will support the professional development of
our staff and help build a connective and communicative workplace.

1.0 Mentoring Program Mission and Objectives

1.1 Mission

The mission of ’s Mentoring Program is to promote employee growth and

development, while enhancing the firm’s strategic initiatives.

1.2 Objectives

The objectives of ’s Mentoring Program are to:

1. Promote the professional growth and development of employees

2. Enhance the firm’s strategic initiatives

3. Encourage employee retention

4. ___________________________________________________________________________________________

5. ___________________________________________________________________________________________

2.0 Understanding Mentoring

It is important that all mentors and mentees understand the difference between mentoring
and coaching relationships.

Mentoring Coaching

Long-term relationship between the mentor and Short-term relationship between the coach
mentee and coachee

Relationship-oriented Task-oriented

Purpose is to develop the mentee Purpose is to improve performance

 equires planning in order to determine areas
R
Can be conducted immediately
of focus

Informal meetings with agenda set by mentee Formal meetings with agenda set by coach

Mentors are typically self-selected Coaches are typically assigned by firm leadership

Immediate managers are not involved in the Immediate managers are involved in the
process process; managers can be coaches

Please see ’s Coaching Guide for additional information on coaching as well as the
firm’s coaching policy.

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 Continued from previous page

3.0 Mentoring Program Procedures

Both mentors and mentees should adhere to the following procedures while participating in the
______________________________Mentoring Program.

3.1 Employees interested in becoming a mentor should contact the mentoring program manager, review
the Mentor and Mentee Responsibilities and complete the Mentoring Assessment Tool.

3.1.1 Potential mentors may also be identified by management and firm leadership.

3.1.2 Mentors may also be external to the firm if chosen by the mentee. Mentors external to
the firm are not required to complete the Mentoring Assessment Tool.

3.2 Employees interested in becoming a mentee should contact the mentoring program manager, review
the Mentor and Mentee Responsibilities and complete the Mentee Profile Form.

3.2.1 All new employees are encouraged to find a mentor.

3.2.2 Employees are permitted to have mentors outside of the firm.

3.2.3 Employees can use the Finding the Right Mentor Tip Sheet for guidance on on how to find the right
mentor and develop a mentoring relationship.

3.3 Completed Mentoring Assessment Tools and Mentee Profile Forms will be reviewed by
the mentoring program manager.

3.4 The mentee should select a mentor and reach out to see if they would be interested in a mentoring
relationship.

3.4.1 If the mentee needs suggested mentors, the mentoring program manager can help to determine
thr best mentor/mentee fit using the Mentee Profile Form and the Mentoring Assessment Tool.

3.5 Once a mentor is selected, both the mentor and mentee should complete and sign the Mentoring
Agreement and submit to the mentoring program manager.

3.6 The mentor should setup the initial meeting.

3.6.1 The mentor and mentee should review the Initial Meeting Checklist to ensure they are
well-prepared.

3.7 During meetings, mentors and mentees should follow professional guidelines that govern confidentiality
and non-disclosure and allow mentees to develop an environment of trust.

3.8 The mentee should continue to set meetings either on a scheduled basis (monthly, bimonthly, etc.) or
as needed.

3.8.1 The mentor should take the time to get to know mentees personally and professionally and tailor
methods to suit mentee’s work style, needs and objectives.

3.8.2 The mentor and mentee can use the Meeting Journal to track meeting highlights, feedback and
action items.

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Continued from previous page

3.9 The mentor and mentee should conduct periodic reviews to determine their degree of satisfaction
with the mentoring relationship.

3.9.1 The Six-Month Review Form can be used for mid-year reviews and tracking the progress of the
mentoring relationship.

3.10 There is no formal closure of the mentor/mentee relationship unless agreed upon by both the mentor
and mentee.

3.11 The mentors and mentees are required to conduct themselves in a professional manner and abide by
the employee handbook.

4.0 Contacts

For additional information on the mentoring program, please contact:

___________________________________________, Program Manager

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 PART II
MENTOR AND MENTEE
GUIDANCE AND TOOLS
Finding the Right Mentor Tip Sheet
Finding a mentor who will help you grow and develop in your career is one of the first steps in
the mentoring process. The following tool offers guidance on how to find the right mentor and
develop a mentoring relationship.

1 2 3
Understand why you Understand your Don’t limit yourself to
want a mentor strengths and people within your firm
weaknesses
• Are you looking for • Mentors can be past
Start career advice? • Look for someone who employers or colleagues,
will complement your a community leader or
• Do you want to find personality even a family member
someone who can open
doors and introduce you • Look for someone • It’s helpful to find
to new opportunities? whom you respect someone nearby and easy
and trust and can help to contact
build on your strengths
and improve your
weaknesses
4
Reaching out to a
potential mentor does 5 6
not need to be a
formal process
Cultivate the mentoring Remember to be
• Once you have identified relationship, but don’t courteous and thank
someone, reach out become overbearing your mentor for their
to them to see if they help and encouragement
would be interested in • As a mentee, you should
becoming your mentor reach out to your mentor • You may not take all
to schedule meetings; of their advice, but
• Don’t be offended if these meetings can always remember to
that person declines; take the form of emails, politely thank them for
thank them for their phone calls, and their suggestions and
consideration in-person meetings feedback
• Meetings with your
mentor do not need
to be formal and can
occur as needed or on a
scheduled basis Goal

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 Mentor and Mentee Responsibilities*
Defining the roles and responsibilities of both mentors and mentees are an important part of
the mentoring process and will help to set a clear and defined path. Mentors and mentees
should be enthusiastic and positive about the mentoring experience. The following are
examples of mentor and mentee responsibilities and characteristics.

Responsibilities

Mentor Mentee
Acting as a resource for information about Taking initiative in skill and career
the firm and/or profession development
Helping the mentee develop or improve skills Reaching out to schedule ongoing or
and knowledge in order to reach goals as-needed meetings
Establishing trust and maintaining Taking advantage of the suggestions and
confidentiality feedback offered
Developing and utilizing the skills of
Sharing professional experiences
professionalism
Providing career guidance and insight Developing and fostering the mentoring
relationship

Offering constructive and meaningful Exhibiting a desire and willingness to assume

feedback responsibility for self-development

Providing insight into leadership opportunities Open to mentor suggestions

Characteristics

Mentor Mentee
Facilitating mentoring meetings Initiating meeting times, goals and expected
outcomes
Demonstrating leadership traits Supporting and committed to the firm

Demonstrating ethical traits Willing to accept risk

Providing credibility Ability to listen and follow through

on commitments
Exhibiting a desire to help the mentee as well Wanting to learn, grow and succeed
as the firm
Helping the mentee attain goals

*The information above was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet and the AICPA’s
Share. Learn. Grow. Mentor. how-to guide.

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 Mentoring Assessment Tool*
Learn the difference between a boss and a mentor by taking this quick assessment. Use the results to
determine areas that you should work on before considering being a mentor.

For the following questions, place a checkmark in the box that best describes you.

Questions Always Often Occasionally Never

1. I tell my employees what to do.

2. Employees come to me for answers to problems.

3. I have a set time to focus on mentoring.

4. I ask employees to suggest solutions to problems first.

5. I don’t have time to mentor.

6. My employees expect me to provide solutions to problems.

7. I interrupt employees when I know solutions to their problem.

8. My employees cannot be trusted with top clients.

9. My employees have the same problems over and over.

10. I am responsible for removing obstacles.

11. I usually have negative conversations about employees.

12. Employees can handle any situation if I am not available.

13. I ask “What do you think you should have done?”

14. Employees complain they don’t get enough time with me.

15. Employees trust me.

16. I give positive recognition to my employees.

Definitions: (from the Merriam-Webster dictionary)

Boss: a person who exercises control or authority; specifically one who directs or supervises workers.

Mentor: a trusted counselor or guide.

The difference between a boss and a mentor will have drastic effects on the development of your
employees. On the left-hand side, next to each number above, place a “B” for boss or an “M” for
mentor if the question sounds like something a boss or a mentor would do.

Below are the numbers listed for the questions that a mentor would answer as often or always. How did
you rate yourself?

The following statements are indicators of positive mentoring behaviors:

3, 4, 10, 12, 13, 15, 16

*This information was excerpted from the PCPS Mentoring Assessment Tool (original content provided by The Rainmaker Consulting
Group, a division of FiveStar3, LLC).

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 Mentee Profile Form*
The following form should be completed by all mentees and submitted to the mentoring program manager.

Mentee Name _______________________________________________________

Selected Mentor

Mentoring Goals
and Expectations

Career Goals

Leadership Goals

Strategies for
Achieving Goals

Professional
Background and
Experience

Present Professional
Activities (professional
organizations,
community
organizations,
volunteer boards, etc.)

Concerns/Requests

*This form was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet.

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 Mentoring Agreement*
The following mentoring agreement should be completed by both the mentor and mentee in
order to set forth the terms of the mentoring relationship. This form should be completed before
the initial meeting and can be modified based on your firm’s current practices. The completed
agreement should then be submitted to the mentoring program manager.

Mentoring Agreement

We, _____________________________________________________________________the mentor and

________________________________________________ the mentee, agree to enter into a voluntary
mentoring relationship, which we expect to benefit the mentor, mentee and _________________
______________________________________________________________________. We agree:

To respect the confidential nature of information discussed at mentoring meetings

To be committed to make scheduled meetings a priority

To meet (monthly, bimonthly, as needed, etc.) ___________________________________________________

We agree to a no-fault conclusion of this relationship if, for any reason, it seems appropriate.

Mentor signature ________________________________________________________________________________

Mentee signature ________________________________________________________________________________

*The information above was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet and the AICPA’s
Share. Learn. Grow. Mentor. how-to guide.

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 Initial Meeting Checklist*
The following is a checklist of items that both the mentor and mentee should consider before their
initial meeting. This checklist includes suggested questions and items that should be reviewed in order
to have a successful first meeting.

Mentor Mentee
When preparing for the initial meeting, mentors When preparing for the initial meeting, mentees
should: should:

Review the Mentoring Agreement and Mentee Review the Mentoring Agreement
Profile Form
Summarize goals and expectations for the mentoring Summarize personal and professional goals
relationship
List two to three topics to discuss with the mentee Be prepared to discuss ideas or concerns relative to
meeting goals
Consider availability for meetings Consider desired frequency of meetings

Questions to
consider

Mentor Mentee
Mentors should consider asking the following Mentees should consider asking the following
questions: questions:

How do you use your skills on the job? Which skills do Have you had past successes in mentoring individuals?
you want to develop?

What are some of your key accomplishments/areas of I’m seeking (specify) skills for my personal and
growth experienced over the past three to six months? professional development. Can you help me attain them?

What two to three areas have caused frustration or What expectation do you generally have of the people
did not meet your expectations over the past three that you mentor?
to six months?
What attracted you to this program? How can I help How much time can you offer?
in your development?
What do you currently perceive as your top priorities
for personal and professional growth over the
next year?

How do you like to spend your free time?

Who do you admire personally and professionally?

Why?

*The information above was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet and the AICPA’s
Share. Learn. Grow. Mentor. how-to guide.

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 Meeting Journal*
The following meeting journal that can be modified based on your firm’s current practices,
will help mentors and mentees track meeting highlights, feedback and action items.

Meeting Date _______________________________________________________________

Topics Covered

Action Items

Networking
Opportunity
Requests

Future Agenda
Items

Other Topics
or Subjects for
Discussion

Date, Time and Place

of Next Meeting

*This journal was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet.
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 Six-Month Review Form*
The following template will help mentors and mentees track progress after a six-month period. This
form should be completed and discussed by both the mentor and mentee. Completed forms should
then be submitted to the mentoring program manager.

Mentoring Six-Month Review Form

Mentor Name

Mentee Name

Date

Completed By

On a scale of 1 to 5, with 1 indicating “strongly disagree,” and 5 indicating “strongly agree”. Please
indicate your degree of satisfaction with the following aspects of your mentoring relationship.

Description Rating Additional Comments

Mentoring relationship is working well
Meetings are held regularly and as desired by mentee

Appropriate amount of time has been devoted to relationship

Areas for personal and professional development have been

established
Clear goals and expectations have been set

Trust and confidentiality have been established

Mentor/mentee listens well and is responsive

Progress has been observed in areas chosen for development

Barriers encountered during mentoring process have been resolved

Topics to be discussed over the next six months have been defined

Relationship is meeting expectations

Mentoring relationship should continue

Additional Comments:

© 2015 American Institute of CPAs. All rights reserved. 18785-830

Suggested Action Items:

*The information above was modified from the AICPA Young CPA Network’s Mentoring Guidelines booklet and the AICPA’s
Share. Learn. Grow. Mentor. how-to guide.