The purpose of this study was to utilize and review existing data from University A's post-pandemic task force that determined a need for a new employee mentorship program, to survey hiring managers and new employees, and to produce a proposal of the components of a mentorship program tailored to University A based off of the needs and wants of University A's hiring managers and new employees from data collected. A stakeholder meeting allowed University A's Human Resources department the information it needs to implement a specifically tailored mentorship program at the university. This study answered the following questions: 1. What components of a new employee mentorship program will be helpful to the needs and wants of University A hiring managers? 2. What components of a new employee mentorship program will be helpful to the needs and wants of new employees of University A? 3. What are the preferences of University A new employees and hiring managers in regard to the logistics (program length, meeting frequency, and mentor characteristics) of a potential new employee mentorship at University A? This survey study examined the components and logistics of a potential new employee mentorship program at University A. The research utilized Bauer's (2010) Models of Onboarding Levels as the theoretical framework which informed the components of a new employee mentorship program. Each of the eight components listed for a potential mentorship program (role modeling of attitudes/values/behaviors, teaching of soft skills, teaching of cultural norms, strategies for work-life balance, reviewing personal/career progress, networking/socialization, encouragement, and university policies and procedures) were rated either helpful or very helpful by hiring managers and new employees of University A indicating a relative agreement of necessary components. Additionally, this study suggested that a program with a length of five to twelve months that meets monthly is the preferred program logistics of new employees and hiring managers for a new employee mentorship program at University A. New employees indicated the most important characteristic of a mentor was "Is familiar with your department or job function" with a mean of 3.5, whereas hiring managers indicated "Is in the same department or job function" most important with a mean of 3.52. Both hiring managers and new employees rated "Has similar career aspirations" the least important with a mean of 2.33 for hiring managers and a mean of 2.64 for new employees. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]