Mentoring programme


Mentoring programme

There are different types of mentoring in companies. At it-economics, the technical context is less important than the interpersonal aspect.

We provide all employees with a trustworthy contact person who should make it easier to get started after onboarding or after a longer absence. Even after the probationary period, she is available to help with all matters, questions and uncertainties. We currently have around 70 mentors who support us at all German locations.

Integration into the team after onboarding and beyond the trial period

What many may not consider: after onboarding, things really get going. Although all newcomers are now provided with the important information, some questions and uncertainties often arise afterwards. This is where the leaders and team members provide great support.

Nevertheless, it is helpful to have a neutral contact person outside of the direct work area. It can take a long time until you have really arrived at the company, know everything and built up a network.

Maintaining neutrality through a clear allocation of roles

Now there are managers, project managers, career advisors, colleagues in the department or in the same project; who is best suited as a mentor?

At it-economics, we have deliberately separated the work and support roles and make sure that it is not the direct manager who is the mentor, but someone in a neutral position with a lot of professional experience. This enables a trusting and open exchange with the mentor, who often has a different view of things and can provide valuable input.

“The core of mentoring is the individual relationship between mentee and mentor. The basis is trusting cooperation, which enables the mentee to speak openly about ideas, questions and fears.”

What makes good mentors?

✔️ A sense of responsibility
✔️ Caring
✔️ Interest in fellow human beings
✔️ Enjoy sharing knowledge
✔️ Empathy
✔️ Willingness to help
✔️ Trustworthiness
✔️ Confidentiality


A regular and personal exchange is the be-all and end-all. The talks take place during working hours or when visiting a restaurant, to which the mentor invites his/her mentee once a quarter. it-economics will bear the costs for this.

With profiles to match - This is what distinguishes mentoring at it-economics from others

We always try to find a harmonious match between mentee and mentor using profiles. Not only the professional careers are compared, but also the private aspects. Both the mentor and the mentee fill out the profiles and receive them from each other. For example, if the mentor and mentee both have children and like to play tennis, then of course you have great things in common for future exchanges.

Admittedly, this sounds a bit like a dating agency, but it works quite well in practice and also serves as an icebreaker. In this way, both know who is contacting them and that in turn lowers the inhibition threshold.

You are free to determine the structure and frequency of your exchange, we only specify the framework conditions. In this way, the mentor and mentee can also decide whether to continue the exchange after a year or whether the mentee is already so well integrated that an active exchange is no longer necessary.

Topics that mentors can help with

  • Knowledge sharing
  • Find the right contact persons
  • find information
  • Invitation to internal events and groups
  • Network Architecture
  • Work-life balance
  • Personal and professional challenges
  • Dos and don'ts on an informal level
  • self-Organisation
  • Tips for trips around the office
  • Common interests, hobbies
  • help with conflicts

Conclusion: Mentee and mentor benefit from each other

Immediately after onboarding at it-economics, mentees are supported by their mentors throughout the probationary period. This gives them security and an additional contact person for objective feedback. Jumping into cold water is avoided. The mentee thus arrives at the company more quickly and builds a stronger bond.

Mentors enjoy their role of welcoming, integrating and supporting new One Team members. You take on responsibility and can also benefit from the mutual exchange of knowledge with the mentee. They also develop their empathy and get to know the company from a different perspective - through the shared experiences of the mentee.

Judith Spitzeberger


Judith Spitzeberger
Senior HR Specialist