Let's face it - UK universities are experiencing constrained budgets, job losses, and increasingly complex challenges for both academics, and members of professional services. In the midst of this, HR and Organisational Development (OD) departments face the challenge of delivering impactful development solutions with measurable value. One powerful and cost-effective tool is mentoring. While often perceived as a “soft” intervention, the Return on Investment (ROI) of mentoring programmes for academic and professional services staff is well-evidenced — both in quantitative metrics and qualitative outcomes.

Financial ROI and Staff Retention

A key ROI indicator is staff retention. According to the Association for Talent Development (2017), organisations with formal mentoring programmes experience 20% lower turnover than those without. For universities, where recruitment can cost between £10,000 and £30,000 per employee (CIPD, 2021), this reduction equates to significant savings. Additionally, the Chronicle of Higher Education (2018) reported that mentoring increased academic staff retention by 23% at institutions with structured programmes.

Improved Performance and Productivity

Mentoring directly impacts performance. Research by Gartner (2006) found that mentored employees were promoted five times more often than those without mentors. In academic contexts, mentored faculty demonstrate higher research output, improved teaching evaluations, and greater engagement in institutional leadership roles (Straus et al., 2013). For professional services staff, mentoring enhances internal mobility and succession planning, reducing the need for costly external hires.

Enhanced Staff Engagement and Wellbeing

Engaged staff are more productive, innovative, and committed. A study by Sun Microsystems (2009) revealed that 89% of mentees felt their contributions were more valued, and 87% of mentors reported increased job satisfaction. In the UK university context, where staff burnout is rising (UCEA, 2022), mentoring provides a structured avenue for connection, reflection, and resilience-building. This supports both wellbeing and performance and--particularly where mentoring is aligned with organisational vision--a positive path towards change in institutional culture.

Diversity, Inclusion, and Talent Development

Mentoring also advances equality. Formal schemes have been shown to improve outcomes for underrepresented groups in academia. A randomised study by Blake-Beard et al. (2011) found that structured mentoring programmes increased promotion rates for women and BAME staff by 15–20%. For OD teams seeking to address sector-wide disparities in leadership representation, mentoring is a strategic lever.

A High-Impact, Low-Cost Investment

Compared to external training or consultancy, mentoring is low-cost. Many programmes operate internally, with minimal financial input beyond coordination, training, and evaluation. Yet the returns — improved retention, performance, engagement, and equity — far exceed the initial investment.

Conclusion

For OD professionals in higher education, mentoring is not just a developmental nicety — it's a strategic imperative. It delivers measurable ROI across staff retention, performance, engagement, and inclusion, all while fostering a culture of continuous learning and support. As universities navigate uncertain times, mentoring offers a sustainable, evidence-based approach to building organisational capability from within.

Works cited in this post (* represents a good place to start)

*Association for Talent Development. (2017). Mentoring Matters: Developing Talent With Formal Mentoring Programs.

Blake-Beard, S., Bayne, M. L., Crosby, F. J., & Muller, C. B. (2011). Matching by Race and Gender in Mentoring Relationships: Keeping our Eyes on the Prize. Journal of Social Issues, 67(3), 622–643.

CIPD. (2021). Recruitment Metrics Benchmark Report.

Gartner. (2006). Corporate Executive Board: Mentoring ROI Survey.

Straus, S. E., Johnson, M. O., Marquez, C., & Feldman, M. D. (2013). Characteristics of Successful and Failed Mentoring Relationships: A Qualitative Study Across Two Academic Health Centers. Academic Medicine, 88(1), 82–89.

Sun Microsystems. (2009). Sun Mentoring: 1996–2009 Retrospective Report.

*The Chronicle of Higher Education. (2018). The New Academic Workplace.

Universities and Colleges Employers Association (UCEA). (2022). HE Workforce Survey.