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Abstract

In today's VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) organizational environment, characterized by uncertainty, complexity, and rapid transformation, traditional onboarding mechanisms are no longer sufficient to effectively and sustainably support the integration of new employees. This article examines mentoring as a strategic lever for organizational socialization, knowledge transfer, and competency development among new recruits. Particular attention is given to the role of senior mentors, whose experience and expertise facilitate newcomers' assimilation of organizational norms, practices, and expectations while preserving institutional knowledge. The study argues that the effectiveness of the mentoring process relies on the integration of two complementary dimensions: a formal structure that aligns mentoring with the organization's strategic objectives and a flexible relational approach based on trust, knowledge sharing, and adaptation to the mentee's individual needs. However, successful implementation requires careful consideration of potential challenges, including mentor overload, professional burnout, and the perpetuation of routine practices. Consequently, organizations should develop appropriate support mechanisms and facilitation strategies to ensure the sustainability of mentoring programs. The article concludes that mentoring extends beyond the traditional vertical transfer of knowledge between mentor and mentee, evolving into a reciprocal and collaborative process that promotes organizational learning, employee integration, agility, and long-term organizational resilience.

DOI

10.66499/2665-7112.1628

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