Good to note that you would like to launch "Buddy Programme" in your company. Buddy programme is similar to mentoring programme nevertheless latter has edge over former. I say so since I have helped few companies in establishing mentoring programme in the company.
You have given here policy on buddy programme in the company. Nevertheless, what about risk assessment of this programme? You could have written about it also. Buddy programme has inherent flaws as such. How will you overcome them?
Suggestions: - You have invited the suggestions on your proposed buddy programme. I appreciate you being openhearted. Following are my suggestions:
a) You would like to make buddy an employee who has completed 6-12 months in the company. Nevertheless, in such a short time span what would be his/her understanding about the company? What if he/she misinterprets something albeit inadvertently?
b) Expecting buddy who himself/herself is novice to have understanding of the vision and mission of the company is too much. Far from buddy, how many managers understand the vision, mission and values of the company?
c) Who is going to monitor that buddy programme is executed exactly as planned? What if there is variation in teaching between/among pairs? How will you ensure 100% uniformity in the execution of the programme by all the buddies?
d) Is length of the service, which is 6-12 months, is a qualifying requirement? What about the skills other than interpersonal skills? How will you assess the buddy has interpersonal skills or it is your just assumption?
e) What if the buddy does not have answer to the questions that junior will raise? What is the escalation procedure? If there is no escalation procedure then will it demotivate juniors?
f) What if fights erupt between the pair? What if buddy starts dominating the junior?
g) Who will ensure that buddy meetings are not held casually or in a cavalier manner? What if the meetings start happening in the lunch room or as a offline discussion at the water cooler? Who will maintain the records of the meeting and who will check those records? What if the records are maintained impeccably but ground reality was different? What if the junior becomes buddy after some time and starts passing off the records rather than maintaining the fresh records?
h) What if the buddy himself or herself is disgruntled and talks negative about the company?
i) What about the attraction towards opposite gender if the members of the pair have different gender? What if the buddy becomes beau? What if the buddy programme becomes conduit for the romance?
Final comments: - If the buddy programme is not launched, then I recommend you launching the Formal Mentoring Programme. Mentoring is a major Organisation Development (OD) initiative and it has capacity to engage the employees. Call me on my mobile and I will tell you the better alternative.
19th April 2017 From India, Bangalore