Guest Editorial
Each One Teach One
Deborah K. Lewis, 01-17-2010
Most diversity statements aspire to recruit, retain and develop a highly skilled, diverse workforce. Different organizations take different approaches to realize these statements, but there is one tool that should be included in every diversity strategy: a mentoring program.
If an organization seeks to implement a robust and engaging diversity strategy, it must rebrand the diversity function from an EEO and compliance perspective to a more inclusive definition. This definition should allow diversity to serve as a broader strategic umbrella under which other employee engagement programs can reside and thrive.
Managing diversity means developing effective and transparent processes, programs and systems that support the creation and sustainment of an inclusive work environment where all employees can contribute their full potential in support of organizational effectiveness. With that common understanding, a mentoring program should be a key component of an organization’s diversity strategy, not a stand-alone initiative. To be successful, organizations must demonstrate a clear line of sight between diversity and mentoring.
Recruitment
As organizations compete for diverse talent, they must identify tools and strategies that will support brand recognition and differentiation. A mentoring program can be a “difference maker” when attracting talent. Employees today want to progress, learn and contribute as much as possible, as fast as possible. Potential employees are drawn to an organization that can demonstrate how it will accelerate learning, bridge knowledge gaps and increase competency levels. A customized mentoring program can deliver on those promises. Some industries, such as the federal government, have very little, if any, pay differential in jobs at the same level. Therefore, a mentoring program that offers to support employee performance and help employees achieve their career goals can be a distinguishing feature to attract the best talent.
Retention
As a diversity executive seeks to effect transformational change at the heart of an organization and its culture, a mentoring program can help employees reach their full potential, a primary objective of any diversity strategy. One of the key benefits of a formal program is that mentored employees feel a greater sense of belonging and affinity to the organization. The mentoring process also can serve to cross-pollinate the organization by giving diverse groups within an organization a window into other operations, perspectives and challenges. This process helps to break down organizational boundaries and redefine the culture.
Mentors may want to share their knowledge, give back, create a legacy, serve others or gain organizational exposure. Whatever the motive, a formal program can help re-engage employees as they reconnect with their work and with the organization. A renewed sense of belonging and the opportunity to develop new friendships also can build employee loyalty. In order to leverage diversity, an organization must first build relationships across differences, and a mentoring program can support that effort.
Development
The opportunity to develop new knowledge and skills in the workplace can be very rewarding and a great employee motivator. A formal mentoring program offers the workforce that opportunity via stretch and shadow assignments that help to accelerate employee development and readiness.
Mentors also have the opportunity to re-evaluate their skill sets and incorporate new ideas, creativity and innovation gleaned from their mentees. Members of the mentoring partnership allow each other to learn about and respond to the perceptions and challenges that a diverse workforce may face, personally and professionally. This win-win situation increases the quality of performance as new ideas are infused into the workplace.
By integrating mentoring into the diversity strategy, an organization can establish a truly inclusive culture. The results can build a great employment brand that attracts diverse talent, creates an energized and engaged workforce, and seeds a highly skilled talent pipeline, providing the organization with a competitive advantage that leads to improved performance and a diversity strategy that produces results. «
Deborah K. Lewis is a Cornell Certified Diversity Professional/Advanced Practitioner (CCDP/AP) and the chief diversity officer for U.S. Immigration and Customs Enforcement. She can be reached at editor@diversity-executive.com.
