Mentoring programs help organizations transform individual transfer of experience into a managed development system. We design goals, rules, participant selection, matching, mentor preparation, and evaluation so that internal mentoring supports people's growth, know-how transfer, and a culture of responsible learning.
In many organizations, important know-how is passed on naturally: through working together, through questions, observations, or informal conversations. Such transfer can be very valuable, but its availability depends on chance, personal relationships, and the time of experienced colleagues.
A mentoring program gives this natural willingness to help a clear structure. It needs a clear goal, roles, safe rules, thoughtful matching, mentor preparation, mentee orientation, and a method of evaluation that respects the confidentiality of the individual relationship. Only then can mentoring become a long-term, usable part of people development and organizational culture.
What the program is supposed to support and how its purpose will be judged
linking needs, experiences, professional orientation and practical compatibility
program owner, coordination, communication, support and handling of changes during the program
boundaries of confidentiality, safe conversation, and separation of mentoring from hidden assessment
appropriate indicators, feedback and recommendations for the next cycle of the programme
The service is intended for organizations that want to prepare internal mentoring honestly, launch it on an appropriate scale, or modify a program that already operates informally.
The experience of key experts should also be available to colleagues who take on new roles or responsibilities.
The organization wants to support people who are entering leadership, expert, or strategically important roles.
Peer-to-peer help works, but it needs clearer rules, support, coordination, and a fairer approach.
HR or management wants to first validate a smaller program, get feedback, and only then decide on the next cycle.
The organization needs to consciously transfer experience when a new generation of experts joins or when key roles change.
Mentoring is intended to connect departments, professions, or levels of management and encourage the sharing of experiences outside of the usual hierarchy.
A well-prepared framework does not guarantee the outcome of every mentoring relationship. However, it can create conditions in which expectations are clearer, matching is more thoughtful, and the program is better supported.
Management, HR, mentors and mentees know what the program is about, who coordinates it and where the boundaries of individual roles are.
The selection of pairs is based on developmental needs, experience, and practical conditions, not just on free availability.
Experienced professionals will be given a framework for listening, giving feedback, sharing experiences, and setting boundaries.
Participants know how to start, how to work with topics, what to do when changing partners, and where to turn if they are unsure.
The organization can monitor the progress and benefits of the program without violating the confidentiality of individual conversations.
The experience from the pilot can be translated into better rules, materials, and decisions for the next cycle.
The scope of deliverables will be agreed upon based on the program objective and phase. An organization may need only a design block, a pilot framework, or complete first cycle support.
Objective, target groups, roles, program ownership, basic schedule and operating rules.
Recommended prerequisites for mentors and mentees, method of nomination or application, and expectations of participants.
Decision criteria, input collection, design of the pairing process and appropriate procedure when a pair needs to be changed.
Workshop, orientation meeting or working material on roles, interview, feedback and boundaries.
Participant guide, recommended meeting structure, pair agreement, communication texts and support forms.
Indicator framework, anonymized feedback, progress summary and recommendations for program continuation.
The process may end with a proposal, continue with a pilot, or include support for the entire first cycle. Each subsequent phase will be agreed upon based on the objective, readiness, and available capacities.
We will obtain basic information about the organization's needs free of charge. It does not produce a professional output or program proposal.
We will specify the development need, target groups, existing experiences, program ownership, and expected scope.
We will prepare roles, rules, selection criteria, matching method, schedule, communication and evaluation framework.
We will support the selection, input gathering, matching, and orientation of mentors and mentees before the first meetings.
We will implement the program, set up contact points, and provide ongoing support to the coordinator or participants as agreed.
We will summarize the progress, feedback, and risks. We will suggest adjustments that can increase the clarity and usability of the next cycle.
Specific modules are selected depending on whether the organization is preparing its first pilot, modifying an existing program, or needs support during implementation.
Clarification of the reason for the program to be created and the conditions that can support its functioning.
Contains: study of documents, working interviews, mapping of target groups, existing development activities and risks.
Setting a clear framework for management, HR, coordinator, mentors, mentees and their superiors.
Contains: program objective, ownership, responsibilities, escalation points, timeline, and method of internal coordination.
Determining the assumptions, expectations, and method of entering the program without creating a false claim to participation.
Contains: criteria, nomination or application process, entry questions, informed consent and communication of conditions.
Thoughtful connection of development needs with relevant experience and practical possibilities for cooperation.
Contains: collection of preferences, decision criteria, pair design, conflict of interest control and rules for eventual change.
Support experienced professionals to be able to pass on experience without taking over decision-making for the mentee.
Contains: the role of a mentor, active listening, questions, feedback, boundaries, confidentiality and working with difficult situations.
Preparing participants for active responsibility for their own goals, questions and the transfer of knowledge into practice.
Contains: expectations, topic preparation, recommended rhythm, couple agreement, feedback and ending the relationship.
Creating practical materials and a clear start so that participants know what will happen and where to turn.
Contains: program guide, sample agreements, meeting structure, internal texts, kick-off meeting and launch support.
Continuous capture of questions and appropriate assessment of the program without entering into the confidential content of the conversations.
Contains: checkpoints, anonymized feedback, indicators, pilot summary, recommendations, and handover of the framework to the organization.
no more than 30 minutes
without professional output
a limited coaching block or the initial stage of an agreed process
We will confirm the specific scope in advance. Work beyond the agreed framework will only be carried out after approval.
range of selection, communication, pairing and support
number of teams, departments, locations or professional groups
a lot of background information, interviews and existing development processes
number of criteria, availability of mentors, conflicts of interest and multiple pairing options
number of workshops, their length, form and necessary materials
guide, methodology, agreements, forms, presentation or management summary
number of checkpoints and scope of support during the program
feedback, indicators, comment rounds and recommendations for the next cycle
online, in person, travel and pre-agreed external costs
Monthly support makes sense when the topic evolves over time and the client needs to maintain context, regularly evaluate the experience, and adjust next steps. The framework is always agreed upon in advance and does not create unlimited availability.
Meetings at agreed intervals help keep attention on the topic without unnecessary pressure.
In new situations, it is easier to distinguish what is a continuation of the chosen direction and what is a return to the old pattern.
To a certain extent, a question, experience, or basis for further reflection can be captured between meetings.
The development of the topic, decisions, and open questions remain understandable even during a longer process.
The Pepax library is being built gradually as a professional knowledge base. A subscription can augment independent study, but it does not replace personal coaching or individual recommendations for a specific situation.
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Mentoring is intended to support development. The content of interviews should not be used as an undisclosed basis for performance, personnel, or disciplinary decisions.
The methodology can increase the quality of selection and support, but it cannot guarantee that every pair will work or that every participant will achieve the same progress.
The program needs to clearly separate the couple's confidential content from appropriate operational information, anonymized feedback, and management evaluation.
Management and HR make decisions about personnel issues and resolve work, legal or health situations. Mentoring is not a substitute for management, therapy or professional healthcare.
Pepax connects mentoring with people development, HR, education, organizational culture, communication and process thinking. Thanks to this, the program is not just a list of meetings, but a practical system with a clear goal, roles, decision-making links and appropriate evaluation.
Experiential leadership helps to understand the mentoring relationship. An analytical and process perspective refines the functioning of the program. Understanding human dynamics protects the voluntariness, confidentiality, and dignity of participants. The resulting design can thus remain usable for both the people and the organization that needs to manage it.
experiential leadership, feedback and know-how transfer
development goals, roles, selection of participants and links to other programs
trust, voluntariness, safe conversation and fair approach
program ownership, matching, checkpoints, evaluation and handover
mentor training, participant orientation and a clear start to the program
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
Corporate mentoring is direct experiential leadership of a specific person or team. Mentoring programs address the organizational system: goals, roles, participant selection, matching, mentor preparation, process support, and evaluation.
For companies, public or non-profit organizations that want to systematically transfer know-how, develop experts or future leaders, or validate an internal mentoring pilot. The scope will be adapted to the size and goal of the program.
From needs diagnosis, design of goals and roles, selection criteria, matching, preparation of mentors and mentees, program materials, launch support, monitoring and evaluation. Only the necessary modules are selected.
First, criteria are agreed upon and relevant inputs are collected. Then, the consistency of development need, experience, professional orientation, practical availability and potential conflicts of interest are assessed. The final method of confirming the pairs is agreed upon with the organization.
A design block can last several working weeks. The pilot itself usually requires a longer rhythm to allow the pairs more time to meet and transfer knowledge into practice. The specific duration will be determined by the goal and scope.
The initial interview lasts no more than 30 minutes, is free of charge and does not result in any professional output. The price from €290 indicates a minimum paid professional block, such as a diagnostic consultation or review of the intention; not a complete program.
Agreed consultation rhythm, appropriate asynchronous review and ongoing evaluation within the scope of the selected package. Monthly support does not mean unlimited availability and work beyond the agreed scope is only carried out after approval.
No. L2 and L3 provide professional content, methodologies, questions, frameworks and working papers. They do not include individual interviews, personal recommendations, assessment of a specific assignment, team coaching or workshops.
Start with the topic you need to see better.
The initial interview lasts a maximum of 30 minutes…
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