Mentoring as a Tool for Career Development in Public Administration

Abstract

This paper investigates the role and potential of the mentoring program in making public service more attractive and strengthening human resources within public administration. The study begins from the premise that public institutions need to adapt to a continuously changing professional context, with increasing demands regarding employees' skills, efficiency, and innovation capacity. The object of the research is mentoring, namely the structured support process based on knowledge, experience, and best practices transferred between experienced professionals and those at the beginning of their careers or in professional development. The analysis draws on both specialized studies and comparative data of best practices applied in various European public administrations. The methodology included a review of the specialized literature, the analysis of institutional documents, and-as far as possible-the consultation of practical experiences reported by administrations that have implemented mentoring programs. The results of the research testify that mentoring is actually a critical tool for career development in public administration, offering continuous training, fast integration, and professional promotion to the staff, while this tool also proves to be fundamental for the staff's retention, diversification of profiles, reduction of gender or opportunities disparities. Such conclusions highlight that mentoring not only serves as an individual support mechanism but also as an institutional strategy to strengthen human resources and enhance an organizational culture based on collaboration and mutual learning. Accordingly, the development and consolidation of mentoring programs within public administration emerge as a priority direction in modernizing and professionalizing public service. JEL: J24