Generally, mentoring programs can be classified as either formal or informal.

According to a publication by the CENTER FOR CREATIVE LEADERSHIP, “recent research on managerial learning has emphasized the critical role of on-the-job relationships in career development. These are often informal developmental relationships, which occur naturally in the workplace between less-experienced managers and senior managers, peers, or subordinates. Such relationships provide a variety of assistance including mentoring, feedback, counselling, coaching, sponsoring, skill-building, preparation for advancement, role-modelling, and reinforcement” (Kram & Bragar, 1991; McCauley & Young, 1993).

However, recent trends in the business climate such as the introduction of new technology, intense competition, and changing demographics have decreased opportunities for informal developmental relationships (Flynn, 1995; Gaskill, 1993; Kram & Bragar, 1991; Murray & Owen, 1991; Zey, 1988).

In response, there is a growing trend in organizations to increase the availability of on-the-job developmental experiences through formal developmental relationships. These are distinguished from informal relationships by the fact that they are assigned, maintained, and monitored by the organization, usually through an established program.