Treatment and Selection Effects of Formal Workplace Mentorship Programs

Abstract

We conducted a field experiment in a sales call center where new hires in one branch, Broad-Mentoring, were randomized into receiving a mentor. Those in a second branch, Selective-Mentoring, could opt into participation before randomization to mentorship. In the Broad-Mentoring branch, mentored workers had 18% greater revenue in the first six months of tenure. In the Selective-Mentoring branch, treatment gains conditional on opting into the program were negligible. Comparing the branches indicates that mentorship treatment effects are largest for workers who would otherwise not participate in these programs. Demographic and personality characteristics are weak predictors of participation and treatment gains.