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It seems like everybody in your firm isfrustrated. On the one hand, top executives complain about the number oflower-level employees who want promotions but just don’t seem to “get it” whenit comes to dealing with customers and the public, recognizing when to speakout and when to be quiet, knowing how to push new ideas through the appropriatechannels, and performing other essential but difficult-to-teach tasks. On theother hand, ambitious employees who’d like to learn more feel that they havenowhere to turn for career advice from people who’ve been there. In between, avariety of managers and midlevel executives are overwhelmed by the growingnumber of mentoring requests they’re getting, sometimes from employees they don’teven know.You've been assigned the challenge ofproposing a formal mentoring program-and a considerable challenge it is:1. The number of employees who wantmentoring relationships far exceeds the number of managers and executiveswilling and able to be mentors; how will you select people for the program?2. The people most in demand for mentoringalso tend to be some of the busiest people in the organization.3. After several years of belt tighteningand staff reductions, the entire company feels overworked; few people canimagine adding another recurring task to their seemingly endless to-do lists.4. What’s in it for the mentors? Why wouldthey be motivated to help lower-level employees?5. How will you measure the success offailure of the mentoring effort?Your task: with a team assigned by your instructor, identify potential solutions tothe issues (make up and information you need) and draft a proposal to the executivecommittee for a formal, companywide mentoring program that would match selectedemployees with successful managers and executives.