Camille Anseaume, a journalist from the TV channel France 5, introduces her article with the following passage: “Older employees teaching the younger, long-term employees teaching the newcomers, the experienced teaching the novices – and vice versa. When this method of transmitting knowledge is applied in businesses and set up in an organised way, it gives rise to mentoring. This article takes a closer look at this new type of management.”

Initially, Grégory Bouadroune puts into context the mentoring system as it has been developed by Alterval:

  • as an organisational tool for transmitting knowledge between experienced and less experienced employees in a business _
  • as a method that creates links in businesses (social, professional, generational and intergenerational etc.)
  • as an effective tool for dealing with the problems associated with knowledge transmission – in the context of key colleagues departing, the sharing of knowledge, training those who train others within a business (tutors, apprenticeship supervisors etc.), helping to recruit for vacant positions, etc.

Secondly, an experienced technician from the newly-emergent global steel giant ArcelorMittal recounts his participation in a mentoring programme. Michel Lhermite became the mentor of two technicians so as to develop the versatility of skills in his sector, as well as the mentor of five ladlers in order to transmit essential strategic knowledge, particularly knowledge that arises from sensory evaluation. Michel Lhermite’s experience is proof that it is necessary to reappropriate your own knowledge in order to transmit it, and that it is when you are able to put what you do into words that the situation is optimal for the learners.