The Human Edge

Building thriving organisations one entrepreneur, leader and manager at a time with our EMCC-accredited mentoring curricula.

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🎉 It’s here!

𝗥𝗘𝗠𝗣 𝗢𝗻𝗹𝗶𝗻𝗲 𝗶𝘀 𝗻𝗼𝘄 𝗹𝗶𝘃𝗲.

Our self-paced course is designed to help organisations create mentoring programmes that actually work.

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Standardisation reduces management cost and enables comparison across programmes. But applied too broadly, it strips out the elements that make mentoring work in a particular place, with a particular group, at a particular moment.
The structure travels. The relevance doesn't.

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Most mentoring programmes are built on one of two assumptions.

The first: give people a good system and results will follow.
The second: find people with the right capabilities and they'll figure it out.

Neither is wrong. But neither is enough.

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⚠️ If no feedback loop is designed in from the start
↳ problems surface too late to fix and the final report explains what could not be recovered

The programme did not fail at the end. It failed at the beginning.

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When mentoring budgets tighten, design is usually first to go. Everyone agrees it is a reasonable trade-off. The delivery budget stays intact. The timeline holds. And then, about six weeks in, the real costs begin.

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⚠️ If success metrics are not built into the design
↳ you reach the evaluation and find you measured activity, not outcomes or impact

⚠️ If the design doesn't account for context
↳ it lands poorly and facilitation becomes damage control

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Properly resourcing a programme goes beyond spreadsheets. Mentoring with adequate capacity investment yields a 3x to 8.5x return in three years. But it's not just about money. Well-resourced teams can prevent issues, support mentors and document success.

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If you're a funder or a programme manager who want to run mentoring programmes that actually produce a return, this is for you.
👉 https://t.co/iQjlXwZ1TQ

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REMP Online is a training and development programme for mentoring programme managers, the people whose decisions determine whether a mentoring programme produces a real return on the investment.

The design choices in REMP reflect exactly the principles behind the

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capacity investment argument: building capability before delivery begins, structured support throughout and a clear connection between what participants learn and what it enables them to do differently.

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induction session and support during delivery so that relationships get the attention they need.

Without that investment, you don't get a lower return. You get reactive management, mentor attrition and a report that proves the programme ran.

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𝐌𝐞𝐧𝐭𝐨𝐫𝐢𝐧𝐠 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐦𝐞𝐬 𝐰𝐢𝐭𝐡 𝐩𝐫𝐨𝐩𝐞𝐫 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 𝐢𝐧𝐯𝐞𝐬𝐭𝐦𝐞𝐧𝐭 𝐫𝐞𝐭𝐮𝐫𝐧 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 3 𝐚𝐧𝐝 8.5 𝐭𝐢𝐦𝐞𝐬 𝐰𝐡𝐚𝐭 𝐰𝐚𝐬 𝐩𝐮𝐭 𝐢𝐧 𝐨𝐯𝐞𝐫 𝐭𝐡𝐫𝐞𝐞 𝐲𝐞𝐚𝐫𝐬.
That's not a claim about a particular programme type or population.

[The Human Edge @TheHumanEdgeOrg]

That's not a claim about a particular programme type or population. It's what happens when the investment includes the things that make mentoring actually work: time spent on design before the programme launches, mentor and mentee selection, preparation that goes beyond an

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He asked the right questions and she worked it out herself. 2 years later, the business is profitable. That outcome didn't appear in the report. There was no box for it. Which raises the question: if your evaluation framework can't capture what actually changed, what is it for?

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𝐓𝐡𝐞 𝐨𝐮𝐭𝐜𝐨𝐦𝐞 𝐭𝐡𝐚𝐭 𝐧𝐞𝐯𝐞𝐫 𝐦𝐚𝐤𝐞𝐬 𝐢𝐭 𝐢𝐧𝐭𝐨 𝐚 𝐫𝐞𝐩𝐨𝐫𝐭

An entrepreneur comes into a programme convinced she needs to raise investment. She leaves having realised she needs a different business model entirely. Her mentor didn't give her the answer.

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Not the wrong participants. Design that was rushed, trimmed or cut to bring the headline cost down.

The most expensive mistakes are the ones caught late. A design flaw identified before launch costs a fraction of one found six months into delivery.

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𝐖𝐡𝐞𝐫𝐞 𝐦𝐞𝐧𝐭𝐨𝐫𝐢𝐧𝐠 𝐛𝐮𝐝𝐠𝐞𝐭 𝐠𝐨𝐞𝐬 𝐰𝐫𝐨𝐧𝐠
Most mentoring budgets are built around delivery: staff time, sessions, events, communications. The things you can point to and say, that's where the money went.

[The Human Edge @TheHumanEdgeOrg]

A programme that skips proper design doesn't fail at the end; it fails at the beginning and then spends the rest of its budget trying to compensate.

Underinvesting in design is the single most common reason mentoring programmes underperform. Not bad mentors.