Sponsorship and Mentoring
Sponsors are advocates in positions of authority who use their influence intentionally to help others advance, while mentors provide advice, feedback, and coaching. Both are important to advancement as employees navigate the workplace and earn opportunities for growth.
Results
KPMG LLP – Achieving Results Through Mentoring (Practices)
Mentoring has existed at KPMG LLP for decades. Prior to 2004, however, the mentoring program focused primarily on assisting employees…
Making Mentoring Work (Report)
Read this report to learn about leveraging or creating mentoring programs.
Making Mentoring Work: Business Case Framework (Tool)
This tool provides members with foundational research to link business to the benefits of formal mentoring.
Making Mentoring Work: Formal Mentoring ROI Spreadsheet (Tool)
The template allows companies to see in real terms how formal mentoring can pay off.
Ernst & Young LLP – Employee Advocacy Through Career Planning and Mentoring (Practices)
Ernst & Young recognizes the importance of diversity and inclusiveness as a critical strategic driver for their business. The firm's…
Bingham McCutchen LLP – A Firm-Wide Culture of Mentoring (Practices)
Among other diversity efforts in place at Bingham McCutchen LLP, the firm values its mentoring programs as crucial support mechanisms for career…
Making Mentoring Work: Sample Mentor and Mentee Career Development Action Plan (Tool)
This tool provides examples of the kinds of questions mentors and mentees should ask during important career discussions.
RBC (Royal Bank of Canada) – Diversity Dialogues (Practices)
RBC's Diversity Dialogues is a reciprocal mentoring model that positions mentors and mentees as partners in learning about diversity. The…
Making Mentoring Work: Sample Mentoring Scorecard (Tool)
This tool provides examples of programmatic and outcome metrics to isolate mentoring's effect on outcome scores.
Weil, Gotshal & Manges LLP – Advancing Women in Law (Practices)
Weil, Gotshal & Manges LLP formalized their affinity group, Women@Weil, in 2005 with the objective of being the “firm of…
Sodexo, Inc. – Using Return on Investment Results to Measure Executive Mentoring Success (Practices)
Sodexo, Inc., launched its North American mentoring initiative in 2005 based on strong empirical evidence regarding the importance—for both employee…
KPMG LLP – Great Place to Build a Career (Practices)
KPMG has built a culture of career growth, mentoring, and accountability that focuses on recruiting, retaining, and developing talented people from a diverse pool of backgrounds and experiences.
CH2M HILL – Constructing Pathways for Women Through Inclusion (Practices)
In the traditionally male-dominated industry of engineering and construction, CH2M HILL provides a model for leveraging women employees to achieve business success.
Gibbons P.C. – The Women’s Initiative: Driving Success Through Diversity Investment (Practices)
Gibbons P.C. has contributed to, and continues to support, a workplace culture that is flexible, innovative, engaging, and inclusive.
PepsiCo, Inc. – Women of Color Multicultural Alliance (Practices)
PepsiCo is firmly committed to leveraging the diversity of perspectives that its talented associates bring to the company and to…
The Goldman Sachs Group, Inc. – Securing Talent and Excellence in the Pipeline: The Senior Women’s Initiative (Practices)
Goldman Sachs' Securing Talent and Excellence in the Pipeline: The Senior Women's Initiative is a global effort that aims to…
Safeway Inc. – Championing Change for Women: An Integrated Strategy (Practices)
Safeway seeks to promote management talent from within, drawing from all levels, including entry-level store employees, to fill its leadership ranks.
BP p.l.c. – Global Path to Diversity and Inclusion (Practices)
BP formally launched its current diversity initiative in 2000 by creating a Diversity & Inclusion (D&I) function that is run by Group Vice President of Executive Development and D&I.
The Chubb Corporation – Reach Up, Reach Out, and Reach Down (Practices)
Chubb's efforts prepare high-potential women and people of color for leadership positions, while charging them with coaching and mentoring their colleagues.
Georgia-Pacific Corporation – Bridging Cultures, Leveraging Differences (Practices)
This initiative is premised on a strong diversity business case generated by the diversity-of-thought concept, which maintains that different types of thinking stem from different dimensions of diversity.