Mentoring for Diversity and Inclusion Mentoring for Diversity and Inclusion
Which mentoring designs raise diversity in management, from studies of hundreds of firms.
What this presentation covers
What this presentation covers
What this presentation covers
What the evidence covers
Evidence from hundreds of workplaces
One study followed 708 private employers from 1971 to 2002 with federal workforce data.
Which practices work
Mentoring does more than bias training
Bias training did least for diversity in management; mentoring and networking had modest effects.
- Diversity training least effective
- Mentoring and networking modest effects
- A named owner broadest gains
Results of mentoring programs
Mentoring programs diversified management
On average, mentoring programs raised several groups’ representation in management by 9% to 24%.
Why mentoring works
Engage managers instead of policing them
Programs that engage managers raised diversity; some rules meant to curb bias made it worse.
- Engage managers recruit and mentor
- Restrict rules that curb managers can backfire
Why a formal program
Formal programs reach those left out
White men tend to find mentors on their own; others more often need a formal program.
Access to senior mentors
Watch who gets the powerful mentors
African-American and Hispanic MBAs less often had White male mentors, the group linked to higher pay.
- White male mentor higher pay on average
- Other mentors paid no more than having no mentor
Cross-race pairs
Give cross-race pairs extra support
Same-race pairs gave more psychosocial support; 63% of Black managers’ ties were with White colleagues.
- Same-race pairs more psychosocial support
- Cross-race pairs 63% of Black managers’ ties
What to match on
Build pairs on shared values
Mentees rated mentoring best when they shared values and attitudes with their mentor.
- Similar values, attitudes, goals
- Different background, identity, network
A design checklist
Keep it open, voluntary and owned
Voluntary programs draw less resistance, and a named owner makes mentoring work better.
- Open to every employee
- Voluntary for mentors and mentees
- Senior managers as mentors
- One person owns the results
- Promotions tracked by group
Sources
The research behind this presentation
- Kalev, A., Dobbin, F. & Kelly, E. (2006) Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies American Sociological Review, 71(4), 589-617
- Dobbin, F., Schrage, D. & Kalev, A. (2015) Rage against the iron cage: The varied effects of bureaucratic personnel reforms on diversity American Sociological Review, 80(5), 1014-1044
- Dobbin, F. & Kalev, A. (2016) Why diversity programs fail Harvard Business Review, July-August 2016
- Thomas, D. A. (1990) The impact of race on managers’ experiences of developmental relationships (mentoring and sponsorship): An intra-organizational study Journal of Organizational Behavior, 11(6), 479-492
- Dreher, G. F. & Cox, T. H., Jr. (1996) Race, gender, and opportunity: A study of compensation attainment and the establishment of mentoring relationships Journal of Applied Psychology, 81(3), 297-308
- Eby, L. T., Allen, T. D., Hoffman, B. J., Baranik, L. E., Sauer, J. B., Baldwin, S., Morrison, M. A., Kinkade, K. M., Maher, C. P., Curtis, S. & Evans, S. C. (2013) An interdisciplinary meta-analysis of the potential antecedents, correlates, and consequences of protégé perceptions of mentoring Psychological Bulletin, 139(2), 441-476
Name an owner first
Then open the program to all, and track who moves up.