Why Mentoring Professionals Love Their Work But May Leave Anyway

By Jean Rhodes

MENTOR’s newly released Movement Makers report offers a rare glimpse into the perspectives of the mentoring program workforce.  Although decades of research have examined mentoring relationship quality, program practices, and youth outcomes, surprisingly little attention has been paid to the professionals who design, implement, and sustain these programs. This gap is particularly striking given evidence that program staff competence and support significantly influence relationship quality and duration, which in turn mediate youth outcomes (Keller & DuBois, 2019). And, although 65 percent of professionals plan to stay in the mentoring field, a third are unsure about their future in this work and/or plan to leave. Why is this the case? To understand, let’s delve into the report.

Study Methods and Sample Characteristics

The survey was disseminated through mailing lists of youth mentoring programs maintained by MENTOR’s national office and affiliates and was open to any youth mentoring program staff member. Respondents represented a wide range of settings, including schools, after-school programs, community nonprofits, juvenile justice agencies, child welfare systems, and faith institutions.

As with most surveys of this kind, several methodological considerations are important to note. Because the survey was shared through MENTOR’s existing networks, smaller or more independent programs may be less represented. The 880 completed surveys capture only a portion of the tens of thousands of mentoring professionals nationwide, and participants may differ in meaningful ways from nonrespondents. In addition, the data reflect self-report at a single point in time (spring 2025) when factors such as policy developments and the broader political climate may have shaped perceptions.

Who Works in Mentoring Programs?

The mentoring workforce is diverse and highly educated. The average age is 42. Three quarters identify as cisgender women, 21 percent as cisgender men, and 4 percent report another gender identity. Approximately 58 percent of respondents identify as White, while 41 percent identify as Black, Indigenous, and People of Color, including 23 percent who are Black or African American, 13 percent Latino, and 5 percent Asian. 86 percent hold college degrees, 44 percent have completed graduate education, and 42 percent hold certifications or specialized training beyond their formal degrees.

Experience in youth-serving fields is substantial. More than half (54 percent) have worked in such roles for eleven years or longer. At the same time, just over half have been in their current positions for three years or less. Most respondents (86 percent) hold paid positions, with 74 percent working full-time. The average annual salary is $63,300, and fewer than half (47 percent) report satisfaction with their compensation.

Role responsibilities are far ranging. Eighty percent of professionals report juggling responsibilities that include both direct service with youth and mentors and tasks related to leadership, operations, and organizational sustainability. Only 14 percent work exclusively in administrative or leadership roles, and just 6 percent focus solely on direct youth work, a pattern consistent across programs of all sizes. These findings highlight the versatility and adaptability required in the mentoring workforce.

Motivations for pursuing mentoring work are overwhelmingly values-driven and professionally meaningful. Nearly all respondents cite personal, mission-aligned reasons (95 percent), and most also identify career-related motivations (81 percent). Interestingly, having a mentor during childhood or adolescence does not appear to shape entry into this field. Fifty-eight percent reported having been mentored while growing up, 32 percent did not, and 10 percent were unsure, figures that closely mirror national estimates. This suggests that mentoring professionals are drawn to the field because of its purpose and impact, rather than primarily because of their own past mentoring experiences (MENTOR, 2024).

Job Satisfaction and Challenges

Despite significant challenges, mentoring professionals report remarkably high job satisfaction, with 97 percent indicating they are extremely or somewhat satisfied with their roles. What professionals value most about their work is the direct impact they have on youth at 89 percent, the opportunity to help shape or improve their programs at 83 percent, and the chance to build meaningful relationships with young people at 77 percent. They also value collaborating with volunteers and colleagues at 73 percent, flexibility in their roles at 66 percent, and professional growth opportunities at 62 percent.

Among those unsure about staying or planning to leave, more than half cited factors are insufficient pay or benefits. On a more encouraging note, nearly two-thirds of all mentoring professionals at 63 percent and 58 percent of those considering leaving indicate that increased access to professional development would positively influence their decision to stay in the mentoring field.

There is substantial appetite for skill development but also strong interest in formal recognition through credentials and certifications (see below). The high interest in positive youth development, mental health, and trauma-informed practices reflects growing recognition that many youth in mentoring programs face significant challenges requiring specialized knowledge and skills to address effectively. The desire for training on specific program models suggests professionals recognize that different structures serve different purposes and populations. Interest in organizational skills indicates that professionals who primarily work in direct service roles are seeking to build competencies that could support career advancement.

Recommendations for Recruiting and Retaining the Mentoring Workforce

The Movement Makers report provides broad recommendations for workforce development. The following strategies expand on these themes, translating survey findings into actionable steps for programs, funders, and policymakers.

1. Establish Competitive Compensation and Benefits Structures

Addressing pay inequities is urgent given that only 47 percent are satisfied with their compensation and 55 percent of those considering leaving cite insufficient pay. Funders should increase personnel investment, recognizing that sustainable programs require adequately compensated staff. Organizations should benchmark salaries against comparable social services and education positions, then develop multi-year plans to close gaps. Special attention should address geographic disparities, with rural professionals earning $51,000 compared to $67,700 in urban settings. Career advancement and credential attainment should be recognized through meaningful salary increases, not just expanded responsibilities. The $13,700 gap between Aspiring and Established professionals suggests pathways to higher compensation require a decade or more, creating retention challenges for early-career professionals.

2. Develop Accessible Professional Development Infrastructure with Credentialing Pathways

Given that 63 percent indicate professional development access would positively influence retention, this represents a concrete intervention opportunity. For example, MentorPRO Academy   has offers range of professional trainings and is developing a nationally recognized credentialing system modeled on social work, counseling, and teaching with professional training opportunities through UMass Boston. Credentials should be stackable, offered through flexible formats addressing time barriers cited by 46 percent, and explicitly recognized in position descriptions, promotion criteria, and compensation structures. Organizations should cover training costs, identified as essential by 69 percent, and allow development during work hours when possible.

3.  Reduce Workload Fragmentation

With 80 percent juggling both direct service and administrative responsibilities, 33 percent experiencing burnout, and 14 percent supporting too many relationships simultaneously, many programs operate beyond sustainable capacity. Funders should resist pressuring programs to serve ever-larger numbers without commensurate staffing increases. Program leaders should assess whether current capacity can sustain quality and wellbeing, potentially choosing to serve fewer youth well rather than more inadequately. Where possible, create specialized roles allowing deep expertise development. For smaller programs, networks or consortia could share specialized expertise in data management, grant writing, or evaluation.

4. Build Field-Wide Professional Community and Identity

With only 60 percent feeling part of a larger mentoring movement compared to 87 percent in other youth-serving fields, and those lacking connection 20 percentage points more likely to consider leaving, strengthening professional community is essential. National and state organizations should expand connection opportunities through conferences and networking events, desired by 72 percent, and online communities at 50 percent. Create affinity groups for professionals from underrepresented backgrounds and mentorship programs pairing experienced professionals with newcomers. Elevate the visibility and prestige of mentoring as a career path through compelling narratives and public recognition.

5. Recruit Through Multiple Pathways and Support Career Entry

With 28 percent starting as volunteers or interns before transitioning to paid roles, create formal pathways from volunteerism to career employment. Develop internship and fellowship opportunities providing meaningful training while building a pipeline of invested professionals. Partner with universities to develop academic programs, certificates, and field placements. Recruitment messaging should emphasize both meaningful impact, valued by 89 percent, and professional development opportunities. Target underrepresented communities while ensuring organizational cultures support diverse professionals.

6. Provide High-Quality Supervision, Leadership, and Organizational Support

With 30 percent identifying better supervisory support as needed and 10 percent citing lack of organizational leadership as a challenge, invest in training program leaders to provide effective supervision balancing accountability with development. Supervisors need specialized training in supporting staff working with traumatized youth who may experience secondary traumatic stress. Ensure leadership positions are accessible to diverse professionals through transparent pathways and mentorship. Given many professionals lack specialized mentoring training, supervisors play crucial roles in ongoing skill development.

7. Advocate for Policy and Funding Changes that Support Workforce Sustainability

Federal, state, and private funders should allow higher percentages of grant budgets for personnel costs, professional development, and infrastructure rather than prioritizing program expansion. Provide multi-year commitments enabling workforce stability. Advocate for restoration of AmeriCorps and VISTA positions or alternative pathways for emerging professionals. Consider workforce development incentives including loan forgiveness for professionals in high-need communities, tax credits for training investment, and dedicated workforce development funding streams.

8. Address Geographic Disparities, Particularly in Rural Communities

With rural professionals earning significantly less and facing greater barriers to professional development, strategies must account for geographic context. Funders should consider cost-of-living adjustments while recognizing unique rural challenges. Ensure professional development accessibility through online platforms and regional gatherings. Support rural programs to participate in networks reducing isolation. Highlight the deep community connections valued by rural professionals while strengthening their professional networks.

9. Create Transparent Career Ladders and Advancement Opportunities

With 41 percent of those considering leaving citing lack of advancement opportunities, develop explicit career ladders articulating expectations, competencies, and compensation at each level. Advancement criteria should recognize both programmatic and organizational expertise.

10. Collect and Use Workforce Data to Drive Continuous Improvement

While Movement Makers provides crucial baseline data, ongoing collection is needed to track trends, identify challenges, and evaluate retention strategies. Organizations should regularly assess staff satisfaction, professional development needs, workload sustainability, and retention intentions. National and state organizations should coordinate periodic workforce surveys. Research funders should support longitudinal studies examining factors predicting retention, advancement, and effectiveness, with particular attention to disparities across demographic and geographic groups.