When a transport company covers as large an area as the fictional Directway Haulage does, with such a large quantity and variety of jobs in so many different places, it's always necessary for them to have a large number of office-based staff. Not just the drivers and loaders. It's inevitable that there'll regularly be new employees who need to be introduced to the way the company works. And as Ben supervises the transport control department, where it's decided which vehicle goes where and when, so it's up to him to familiarise new starters with their role. So he takes a little time to show them the ropes, where to find the bespoke software used for the job and a quick run through of how it works, and then they're ready to go.

Is there a concern here? There certainly is. By just giving new staff the rudiments of what they're doing in a brief discussion, Ben is creating three potentially serious problems: firstly, by hurrying through his instructions, it's likely the employee won't remember everything, and may feel overwhelmed; secondly, by only teaching the basics, he's not preparing staff for any problems or more complicated scenarios that they may face; and thirdly, by not allowing them any time to learn the role, he's making it difficult for them to develop the confidence to address any issues that arise. The upshot of all this for the business can only be negative, with the department losing productivity through workers not carrying out their jobs as effectively as they could whilst also failing to solve any problems before they become more significant.

The answer is mentoring. Whether it's Ben or another colleague acting as mentor, every new employee will be helped, and so, by extension, will the company,if an experienced colleague is there with them, to help them get the hang of the job in their own time. The mentor has a number of different responsibilities - to answer questions, to provide feedback, to pass on the benefit of their experience, to cement boundaries and objectives, to assist with anything the mentee needs to be given a hand with, and to raise any concerns with managers. In doing so, the mentor will help their new colleague to be more confident and more capable both in their regular work and in dealing with any problems it may produce.

It's essential that the mentor approaches this in the right way, as poor quality mentoring can be as harmful as none at all. Patience is vital, giving the mentee time to develop their skills, as is providing fair and easily-understood feedback, on both successes and errors. And it's always important to listen, to be aware of any difficulties the mentee is having, and to answer their questions. Above all, the mentor shouldn't be afraid to guide their new colleague along the right path, and to intervene if they seem to be diverting away from it. Ben could certainly benefit from a short training course, whether for himself or for other staff members who are likely to become mentors, to get to grips with the key issues facing mentors and the skills that they'll need to have.

However, it's also important to bear in mind that mentoring shouldn't just be restricted to new employees. It can also be very helpful for reintroducing staff who've been absent for a period of time, helping them to reacclimatise to the demands and processes of the job. It can also be beneficial for any employees who have to adjust to the introduction of a new working system, new software, or a new approach to the business. All in all, mentoring is a vital tool for improving work, not just momentarily but for the longer term - and a vital tool for improving confidence, understanding and team spirit. And if Ben takes just a little time for mentoring, he can be sure of delivering a better future for the whole business.