Forage has been working with employers and the talent population, especially students, long enough to see this shift up close. The pandemic didn’t just move classes online; it reshaped learning itself. According to EAB, chronic absenteeism in high school doubled during the pandemic, and students as far back as elementary school ended the 2020–2021 school year with four to five months of “unfinished learning.” This learning gap won’t disappear overnight, and its ripple effects will continue shaping the workforce through the early 2030s.

For talent acquisition (TA) teams, this means that traditional hiring signals (such as GPAs and resumes) won’t capture a candidate’s true potential. That’s why companies are rethinking how they assess talent, turning to skills-based hiring and tools such as Forage’s virtual job simulations to bridge the gap.

Ignoring this shift isn’t an option. The real question is: How will talent teams evolve to identify, invest in, and hire the best?

A Workforce Shaped by Learning Loss

The numbers tell a stark story. Reading scores for US students have dropped to their lowest levels in 30 years. Math scores have suffered even more, with the steepest recorded declines in history. And the impact hasn’t been equal—students from under-resourced schools were hit hardest, widening existing education gaps.

Meanwhile, real-world experience also took a hit. Internships disappeared. Career fairs went virtual. The traditional pathways that helped students and early-career talent develop job readiness simply weren’t available.

For employers, this isn’t just an academic issue—it’s a talent pipeline issue. The pandemic-affected generation is entering the workforce with:

• Weaker traditional academic indicators—Lower GPAs and standardized test scores may not reflect true ability.
• Less real-world work experience—Fewer internships and hands-on opportunities mean fewer polished resumes or an understanding of the roles that align to their skills and interests.
• Higher digital proficiency but lower in-person collaboration skills—Years of remote learning and work left many early-career talent feeling unprepared for office environments.
• A demand for skill-building and mobility—Having grown up amid economic uncertainty, this cohort values flexible, fast-growth career paths over rigid, traditional ones.

If TA teams rely on outdated hiring practices, they’ll struggle to find and retain top talent.

How Employers Must Adapt

1. Redefine Hiring Signals

The best next-gen candidates may not have the polished resumes you’re used to seeing. Instead of relying on GPAs or brand-name universities, look for proof of ability through project-based work, certifications, and real-world experiences. Forage Job simulations, for example, allow candidates to demonstrate their skills in action—giving employers a clearer, more accurate measure of their potential beyond a piece of paper.

2. Focus on What Candidates Can Do, Not Just Where They’ve Been

Those who missed out on internships still have valuable skills to offer. The key is creating opportunities for them to demonstrate their capabilities, whether through job simulations, case challenges, or portfolio work—so recruiters can see their problem-solving abilities and potential firsthand.

3. Strengthen Onboarding and Development

Pandemic learning loss won’t disappear overnight. Employers who invest in pre-skilling, upskilling, mentorship, and structured development programs will gain a competitive edge in retaining and advancing top talent through internal mobility.

4. Adapt to New Candidate Expectations

Next-gen talent craves flexibility, skill-building, and meaningful work. Companies that offer clear career pathways with a focus on internal mobility, mentorship, candidate and employee education, and hybrid work options will win the battle for early- and mid-career talent.

The Future of Hiring: Skills over Signals

At Forage, we’ve seen firsthand how hiring is changing. That’s why we’re helping employers rethink how they identify, invest in, and engage talent. Our virtual job simulations give early- to mid-career talent the hands-on experience they missed while providing recruiters with high-fidelity hiring signals that go beyond a resume.

Instead of relying on outdated proxies for potential, Forage lets employers see real-world skills in action. Companies that embrace this shift, i.e., moving from credential-based hiring to capability-based hiring, will be the ones who build resilient, high-performing teams for the future.

The question isn’t whether COVID changed this generation. It’s how employers will respond.

The post The COVID Generation: How the Pandemic Reshaped the Talent Pipeline appeared first on Seramount.

Now, the work may look a little different, programs or titles may need to be renamed, and we may need to be a little quieter, but the work is happening. And frankly, the marketplace demands it: 75 percent of consumers and 76 percent of job seekers consider a brand’s commitment to DEI in their purchasing and employment decisions.

At the gathering, we were lucky to hear countless examples of how and why organizations, specifically in the financial services industry, are continuing with their DEI efforts. In short, we need to focus on the commercial, strategic, and empirical approach to inclusion, and we can do so through collaboration, data, and mentorship/sponsorship.

In this article, we’ve synthesized themes and frameworks from the gathering and pulled out action items for you to explore and share with your team. If you want to speak directly with an expert, Ask Seramount.

Collaboration for DEI

DEI efforts consistently face resistance from various levels or parties, and a critical aspect of maintaining progress in the face of resistance is collaboration, friendship, and partnership with other departments and stakeholders. Collaboration provides emotional, strategic, and logistical support, and engaging in cross-functional partnership is an especially effective way to embed DEI across an organization. Doing so will also allow you to support your talent more efficiently and effectively as you can call on your partners across various teams such as legal, wellness, and HR to lean in when needed.

For example, in our current climate, there is a heightened need to focus on marginalized groups that may feel the impact of legal and social challenges, such as immigrants, prioritizing their safety and that of their families. Working collaboratively with leadership, HR, and direct managers to create and communicate a consistent and clear plan of support is critical. Displaying an organizational commitment to prioritize and protect talent is crucial to optimizing your workforce.

A lot of change is occurring right now, as well as a lot of uncertainty, but it’s important to remember the progress we’ve already achieved when working together. The private sector has historically been a leader in DEI initiatives, such as providing health insurance or engaging in corporate philanthropy. Working collaboratively equips us with the capacity, partnership, and resources to make business-conscious DEI decisions and act on them efficiently.

Collaboration in Action:

• Engage leadership in difficult conversations to build trust and allies, then co-message the resilience and stability of the DEI function with business leaders.
• Explore ways to further integrate talent management and DEI efforts to ensure equitable policies, processes, and outcomes. Then ensure HR functions are actively engaged in supporting employees in partnership with DEI teams.
• Proactively have open conversations with your partners, peers, and leaders to address concerns, prevent misinformation, and provide insights and recommendations. For example, upskill senior leadership in the legal and reputational landscape to help them make informed decisions and support the business.

Data for DEI

We know DEI positively impacts the economic growth and success of a company, not only in the talent it’s attracting and keeping but also in the market share it’s capturing and holding. In the current climate, it is imperative that we continue, and even double down on, showcasing tangible business improvements through DEI initiatives. Many organizations track data such as Employee Resource Group (ERG) membership, and we’ve seen some take it a step further and attach ERG membership to employee retention, promotion, and engagement rates. Other organizations have detailed growth assets in the billions after focusing on diverse communities in their growth strategies.

That said, we recognize there is some risk in today’s climate around DEI data measures and benchmarking, and we’ve seen some numerical measures shift in recent weeks. For example, several organizations have shifted from representation goals to aspirational goals. Whatever you choose to track or adjust, using data to tie DEI to the organization’s values, goals, and mission builds a compelling case to protect this work. Even if the specific metrics or methods evolve, demonstrating the positive impact of DEI—both in numbers and financial outcomes—is crucial.

Data in Action:

• Quantify and leverage data such as retention, promotion, engagement, and productivity to demonstrate the business value for DEI initiatives and the competitive advantage it provides for your organization.
• Ensure DEI initiatives align with the company’s business values, mission, and company culture, and prove that with data-driven results.
• Begin to scenario-plan and audit risks using trackable data and benchmarking to prepare for potential futures. Look out for five scenario-planning examples from Seramount in the coming weeks.

Mentorship and Sponsorship for DEI

Mentorship and sponsorship are important parts of corporate success, especially within DEI. Many of the CDOs we spoke to referenced the significance of mentorship and sponsorship in their careers—someone to speak on their behalf when they weren’t in the room, someone to speak highly of their work, and someone to champion their decisions.

As diversity and talent leaders know, sponsorship and mentorship programs add significant value to an organization. They create leadership opportunities, strengthen engagement, and build a robust talent pipeline. These relationships also foster internal political capital, empowering leaders to champion strategies, drive DEI accountability, and shape workplace culture through empathy and support.

However, mentorship and sponsorship are two-way streets—both parties must be intentional, communicate expectations clearly, and provide mutual value. When done well, these relationships offer lasting career insights and impact.

Mentorship/Sponsorship in Action:

• Identify potential mentors, sponsors, and allies within your organization by taking time to understand people’s stories and experiences beyond their immediate presentation.
• Reflect on your own experiences with mentors and sponsors, particularly during challenging times, and consider how you can be a more effective sponsor for others and how you can empower other mentors and sponsors to support their teams.

The Bottom Line

Our main takeaway from the NYC event is this: DEI is here to stay. CDOs are maintaining momentum through collaboration, data, and mentorship, ensuring their work remains integral to their organizations.  

Regardless of the political climate, both business leaders and DEI professionals recognize DEI’s vital role in organizational success. As DEI continues to evolve in areas such as branding and visibility, the core mission remains unchanged: creating inclusive workplaces where everyone can thrive.

Whether you are a CDO or not, the lessons learned in NYC are impactful and important. We’ve listed a few more standout action items below, and we look forward to seeing you at our next CDO Collaborative event.

DEI Action Items:

• Be bold in DEI commitments, but also be realistic and pragmatic.
• Explore opportunities to leverage DEI to support your company’s values and beliefs, such as through amicus briefs or other public advocacy avenues.
• Reclaim the narrative around DEI by talking about the principles, work, and impact rather than just using buzzwords.

If you’re interested in learning more about how Seramount is supporting more than 600 partners around the globe, click here.

The post Lessons from Leadership: How Collaboration, Data, and Mentorship Support DEI appeared first on Seramount.

To explore these challenges and opportunities, Seramount recently hosted a webinar titled “DEI Lessons from Around the World,” featuring insights from our partners at Inditex and Kellanova alongside our expanding Global Advisory Network. With expert voices from six countries—the UK, Canada, UAE, Ireland, Spain, and Germany—the webinar offers a nuanced look at how DEI is evolving worldwide.

Want to hear directly from the experts? Watch the recording to dive deeper into the insights they shared.

Here are some key takeaways from the conversation:

The Power of Proactivity: UK on DEI Data

Sathya Bala, Founder and CEO of True Change, emphasized the power of data in advancing DEI. In the UK, data transparency is not just a compliance requirement—it’s a competitive advantage. The Equalities Act and gender pay reporting have laid a foundation for disclosure, but organizations are going further, recognizing that investors and clients demand meaningful DEI data. Research reveals that 9 out of 10 investors assess nonfinancial indicators such as sustainability and inclusion when valuing companies.

The trend is shifting from reactive reporting to proactive transparency, with 44% of organizations voluntarily disclosing ethnicity pay gap data, despite it not yet being mandated.

Companies that integrate intersectional data—examining diversity through the lenses of gender, ethnicity, socioeconomic background, and career progression—are better positioned to drive change and remain relevant in an evolving marketplace. The key challenge remains using data not just to report but to tell compelling stories that engage both the head and the heart to drive real change.

Canada’s Approach: A Multicultural and Legislative-Driven DEI Framework

Laraine Kaminsky, President and CEO of Global LK, highlighted Canada’s unique DEI landscape, shaped by its bilingualism, multicultural policies, and legislative milestones. While Canada is known for its generosity toward immigrants, including extensive language training programs and childcare support, it also grapples with historical injustices, particularly regarding Indigenous communities. The Truth and Reconciliation Commission’s 2015 Calls to Action have spurred progress and reflected their commitment to systemic change.  

Canada recognizes four equity groups: women, Indigenous peoples, people with disabilities, and visible minorities, though terminology such as “visible minorities” is increasingly becoming outdated. Successes in legislative commitments have led to strong public sector representation for women, improved Indigenous recognition, and enhanced accessibility laws expanding inclusion to neurodiversity, mental health, and psychological safety.

Kaminsky stresses the importance of moving beyond performative actions by localizing DEI efforts and addressing systemic barriers. Opportunities lie in embracing intersectionality and linking DEI to economic sustainability and innovation.  

Bridging the Generational Divide in the UAE

Maya Rmeity, Co-Founder of Prosperise, highlights the rapidly evolving workforce in the UAE, where four generations—soon to be five—are working together, bringing diverse perspectives and expectations. With nearly half the MENA and GCC population under 25 and 65 million people entering the job market by 2030, the challenge lies in integrating young talent into a workforce that traditionally values hierarchy and experience.

Cultural perceptions, limited career opportunities, work-life balance struggles, and the gender pay gap remain key barriers to women’s full workforce participation. However, the UAE has made significant progress in gender equity: Two-thirds of public sector employees are women and 30% hold senior leadership roles—30% of C-suite and 22% of managerial roles occupied by women in the private sector.

Organizations are creating inclusive environments by fostering mentorship programs, redefining workplace cultures to align with younger generations, and promoting work-life balance initiatives. These initiatives benefit both organizations and employees by fostering innovation, boosting engagement, and securing long-term workforce sustainability.

The Role of Belonging in Ireland’s Tight Labor Market

With a labor market projected to maintain a 4.5% unemployment rate, Sarah Philipps, HR Business Partner for Talent and ED&I at Kellanova, stressed that belonging is becoming a key differentiator for companies in Ireland. A staggering 70% of job seekers consider DEI initiatives critical when choosing an employer, heightening expectations for organizations to create environments where employees feel valued.

As a result of the recent corporate restructuring at Kellogg’s, the company saw an opportunity to redefine its culture, recognizing that while inclusion is important, it does not automatically lead to belonging. To embed belonging into the organization, Kellogg’s uses a multilayered approach, from assigning an annual DEI theme for ERGs, integrating belonging to leadership training, and offering inclusive recruitment programs to instilling new policies benefiting women and parents that have been designed with warm, inclusive language. Kellogg’s is constantly listening to employees to refine initiatives, ensuring continuous improvement.

Advancing DEI Through Immigration and Accessibility in Spain

Nacho Mora Ariza, Inditex’s International Diversity & Inclusion Officer, underscored the company’s commitment to inclusion, focusing on immigration and disability. In Spain, where nearly 20% of the population is foreign-born, immigration is a demographic and economic engine—but integration challenges persist. Inditex’s SALTA program, launched 17 years ago, bridges this gap by providing employment and training to individuals facing economic and social barriers, including refugees. Employees play a crucial role as mentors, helping participants develop essential skills such as teamwork and communication, driving economic mobility while strengthening Inditex’s diverse talent pipeline.

Inditex’s INCLUYE program integrates people with disabilities by ensuring accessible workplaces and targeted professional development. Spain’s legal framework requires companies with 50+ employees to maintain a 2% employment rate for persons with disabilities, aligning with the 2025 European Accessibility Act. Inditex goes further: setting and achieving an ambitious goal to double its workforce of employees with disabilities, hiring 1,500 new professionals. Each market collaborates with local organizations to enhance recruitment, support, and accessibility, fostering a more inclusive workplace and shopping experience. These initiatives reinforce Inditex’s commitment to DEI as a business priority, embedding inclusion into its talent strategy and corporate responsibility.

Moving Beyond Compliance: Shaping Inclusive Cultures in Germany

Isabelle Demangeat, Founder of fit for culture, global inSight, believes true DEI progress in Germany goes beyond policy—it requires embedding inclusion into workplace culture and leadership behaviors. While regulations have driven some change, many companies still see DEI as a compliance task rather than a strategic advantage. She emphasizes that DEI efforts should shape daily workplace interactions, not just sit at the policy level.

Germany has made strides in gender equity, with a 30% quota for women on supervisory boards increasing leadership representation. However, challenges remain—nearly 50% of women work part-time, limiting career progression and economic security, and only 14% of C-suite roles are held by women. Deep-rooted cultural norms around work-life division persist, but progress is evident. Recent policies, such as the 2023 Pay Transparency Act, aim to close the gender pay gap, which remains one of Europe’s highest at 18%.

To sustain momentum, companies must actively cultivate inclusive cultures. Leadership visibility, male allyship, and ERGs are driving change, while flexible work policies, childcare support, and inclusive leadership training are helping to break systemic barriers. Long-term success depends on embedding inclusivity at every level.

Lessons in Global DEI: Moving Forward Together

Listening, learning, and embracing diverse perspectives across the world—this discussion has been a powerful reminder that inclusion is a shared, global movement. While DEI faces scrutiny in various regions, the work continues to evolve, demonstrating resilience and adaptability. No single approach can address the complexities of DEI worldwide, but by understanding cultural nuances and regulatory landscapes, organizations can build more inclusive workplaces that reflect the societies they operate in.

To learn more about our Global EmERGe conference in London, click here.

If you’re interested in learning more about how Seramount is supporting over 600 partners around the globe click here.

Members, get excited for our upcoming Global Member Conference: Globalize Your DEI Strategy in London.

The post Lessons in Global Inclusion: Key Takeaways from Around the World appeared first on Seramount.

Seramount has captured thousands of employees’ beliefs about career advancement and job satisfaction through our anonymous employee listening platform. When asked about their career journeys during an Employee Voice Session℠ (EVS), most participants said their skills and talents were not fully leveraged in their current role, and only 22% of participants believed there were adequate advancement opportunities available to them.¹ Three specific obstacles continuously bubbled up:

1. Uncertainty about the path to promotion
2. Not receiving actionable, timely feedback
3. Limited access to people leaders willing to advocate for them

Career development is a shared responsibility to make professional growth intentional and sustainable within the organization. Without accessible tools to support internal mobility, organizations risk losing high-performing employees who don’t envision a future with the company.

Professional Development Opportunities Need to Be Easily Accessible

Feeling stuck in a dead-end role leads to greater disengagement and turnover. People want to know that their efforts matter and that they’re working toward something specific. Without clarity on promotion processes and advancement opportunities, employees struggle to see how their roles can evolve. In fact, only 19% of EVS participants understood what it takes to succeed at their organization.¹

In today’s talent marketplace, employees with undefined career paths won’t hesitate to look for better options outside their organization. To motivate employees and keep them on their current career trajectory, people leaders must share internal career resources and job opportunities equitably. Make sure employees at every level know how to find and use your resources so they can build a career development action plan. Standardized processes for posting or applying for a job ensure that all employees can learn which competencies and responsibilities are required for their desired roles—regardless of tenure or location.

The Art and Science of Giving Effective Feedback

Fewer than half of EVS participants reported that they received adequate feedback about their career development, and barely a third of EVS participants had received adequate feedback on their career goals.¹ Vague, inconsistent feedback frustrates employees, but guidance for future progress shows that managers value employees’ efforts and want to see them grow.

Employees who want to move up need a strong understanding of their strengths and opportunities for further growth. Managers often play a big role in developing this level of awareness, but most of them aren’t taught how to provide clear and actionable feedback at an appropriate time. Managers should be coached on the difference between performance and career-related feedback and trained to deliver each type constructively.

Fact or Fiction: Who You Know Matters More than What You’ve Done

The truth is, career growth typically depends on more than individual performance. Relationships with the right people play a critical role, but only 29% of EVS participants reported having a strong network in the workplace.¹ That’s why employees must connect with different types of leaders across the organization who can support their development goals or identify new opportunities. Mentorship and sponsorship programs can foster mutually beneficial relationships across lines of difference and close equity gaps between talent groups. 

While employees need to learn how to leverage their professional relationships, leaders need to become more inclusive advocates or sponsors to employees from all backgrounds. Seramount research found that 78% of corporate leaders tap their inner professional networks for vacant roles, yet for 91% of White executives, those networks don’t include a single person of color. Without access to influential people in other departments—high-potential employees could be overlooked for future promotions.

Want to Empower Career Growth at Every Stage? Ask Your Employees! 

Recent productivity trends have proven that if your organization isn’t willing to meet their needs, employees won’t hesitate to find an employer that will. Top employers invest in well-defined, inclusive career development strategies to nurture talent and improve performance at every level. The best way to retain high-performers is to address their specific concerns, but it can be hard to identify what employees need in order to thrive at work before they have one foot out the door. Sometimes, you can find actionable intel in employee relations hotlines, engagement surveys, or employee resource groups, but the best approach is to ask directly.

Do your employees feel like they have access to the right knowledge, feedback, or people to advance their careers? Do they see your company as a place where advancement is possible for someone like them? Our anonymous, online listening technology—Employee Voice Sessions—gives employees a safe space to share nuances about work experiences and career development needs, which helps leaders address opportunity gaps in their organization.

Connect with our team of experts to find out what your employees believe about career advancement with Seramount’s Employee Voice Session technology.

¹Seramount Consulting analyzed 3,362 employee records describing how employee networks, sponsors, and managers can affect a company’s engagement and retention efforts. Participating companies spanned technology, pharmaceutical, legal, and financial services industries. Data was collected using Seramount’s Employee Voice Session (EVS) platform, a virtual tool used to moderate and guide employees through a series of quantitative and qualitative questions. The anonymous nature of the live session allows a deep dive into the anonymous responses and allows employees to share openly with one another.

The post Why Employees Don’t See a Future in Your Company (and What to Do About It) appeared first on Seramount.

Over time, ERGs evolved and became company-sponsored, taking on a more structured approach with mission statements, executive sponsors, and specific goals. They shifted their focus to recruitment, education, and advancement, while still remaining affinity-based. Thus, some companies have started calling their resource groups Business Resource Groups (BRGs).

In recent years, there has been a trend toward the BRG model, which emphasizes the importance of allies and advocacy. This model introduces metrics and performance evaluations for leaders and links the groups directly to business goals. These goals can include internal initiatives, such as increasing representation, retention, and promotion rates as well as marketplace goals such as improving cultural competence about customers, Environmental, Social, and Governance (ESG) initiatives, and increasing supplier diversity.

Seramount has been making strides in our resource group efforts, partnering with companies including  American Family Insurance and MITRE to enhance their workplace cultures. We recently helped American Family Insurance consolidate their Business Resource Groups (BRGs), and we supported MITRE in transforming their Employee Resource Groups (ERGs) into BRGs. It’s important for ERGs to align with business initiatives as well as foster a greater sense of belonging and safety in the workplace. As organizations continue to advance their DEI efforts, many are recognizing the value of BRGs over traditional ERGs. At Seramount, our experts have conducted extensive research on the benefits of BRGs and why they may be the next step in your journey toward a more inclusive workplace. To ensure a successful alignment of resource groups with your organization’s structure, we recommend that you take these three considerations into account if your organization is contemplating this transition.

BRG Budgeting and Fundraising

The budget for a BRG can vary widely depending on several factors, such as the size of the organization, the specific initiatives that the BRG supports, and the number of members within the group. If the budget offered by the organization is not sufficient to cover the expenses required to achieve the BRG’s goals each year, then fundraising may be another viable option for the group to consider, provided it is permissible according to the organization’s policies. Additionally, it is essential to have transparency and accountability in the use of any funds raised to maintain trust and credibility with the organization and its stakeholders.

Supporting Professional Growth For BRG Members

In addition to fostering a sense of community and belonging within the organization, BRGs can also play an important role in helping their members develop professionally. One way that organizations can support this growth is by providing access to external resources such as professional events and networks.

Professional events, such as conferences and seminars, provide BRG leaders and members with opportunities to learn from industry experts, share best practices with peers, and gain new insights and perspectives on emerging trends and issues. Attending these events can also help members feel less isolated and more connected to the broader professional community, which can be especially valuable for underrepresented groups.

Similarly, external professional networks can provide a valuable source of support, mentorship, and leadership development for BRG members. These networks can connect members with others in their field and offer resources and training to help members advance their careers.

Provide Resources For BRG Success

In addition to budgetary considerations, BRGs may require access to a variety of tools and resources to effectively carry out their activities and initiatives. These resources can include survey software, design software, internal communications, social media platforms, mailing lists, specific video chat profiles for the group, planning and collaboration tools such as Google Drive or Box, and access to the company’s intranet.

Survey software can be useful for gathering feedback and input from BRG members and other stakeholders, while design software can help the group create professional-looking materials and assets for events and initiatives. Internal communications and social media platforms can be used to promote events and activities as well as to foster engagement and collaboration among BRG members.

Mailing lists can be used to communicate important updates and information to the group, while specific video chat profiles can be helpful for facilitating virtual meetings and events. Planning and collaboration tools such as Google Drive or Box can help the group stay organized and on track with their initiatives, while access to the company’s intranet can help ensure that the group’s activities align with the organization’s broader goals and objectives.

By providing BRGs with access to these tools and resources, organizations can help them more effectively carry out their activities and initiatives while also promoting collaboration, engagement, and innovation within the organization. However, it’s important for organizations to ensure that the tools and resources provided align with their policies and security requirements and that appropriate training is provided to ensure that they are used effectively and responsibly.

While the considerations mentioned above are important, implementing BRGs involves many other factors that may require careful planning and execution. As Cathy Lively, Director of Diversity, Equity, and Inclusion at Hillenbrand, emphasized in a recent fireside chat with one of our experts about implementing global BRGs, it’s essential to tailor your approach to what works best for your organization. This may involve starting with employee resource groups and gradually transitioning to business resource groups while maintaining open communication and actively planning for the future.

At Seramount, we’re committed to helping organizations create productive Business Resource Groups (BRGs) that align with their goals. Our Center of Excellence features a team of dedicated experts who can guide you through the complexities of E/BRG initiatives. If you’re interested in leveraging the power of BRGs to drive positive change, we invite you to learn more about our services and how we can work together.

Additionally, if your resource group leaders and members are making outstanding contributions to your organization and community, we’d like to invite them to attend our EmERGe Conference or consider nominating them for our ERG Impact Awards. These gatherings are an opportunity to celebrate and recognize the amazing work that E/BRGs are doing to make a difference.

The post From ERGs to BRGs: Three Essential Factors for Organizational Alignment appeared first on Seramount.

Understanding Sponsorship

Many people speak about mentorship and sponsorship interchangeably, as though one is a synonym for the other. This is a mistake that impacts many a career. A mentor is an advisor—they are the person you speak with and the person who gives career advice and guidance. A mentor is who you go to when you seek to expand your knowledge, build your skills, and in many ways, become sponsor-ready. A sponsor is an advocate—they are the person who can and will use their influence and leadership status to advocate for your advancement. A sponsor will spend their relationship capital on you, support you as they connect you to career opportunities, and put their reputation behind you.

The Power of a Sponsor

The music executive, entrepreneur, and film producer Clarence Avant, affectionately known as the Black Godfather, was a highly influential sponsor who used his networks to transform the trajectories of many, famously saying: “I don’t have problems. I have friends.” He leveraged his network to move the then-unknown junior Senator from Illinois, Barack Obama, into a primetime sport at the Democratic National Convention, an event that was integral to Obama’s political success. Just before Hank Aaron hit his 715th home run, breaking Babe Ruth’s record, Avant marched into the office of the president of Coca-Cola and negotiated a life-changing endorsement deal for Aaron. That is the power of a sponsor who not only recognizes talent but also has the clout to move that talent forward.

Who Is Being Sponsored?

It takes more than hard work to succeed; it takes an advocate raising your visibility, connecting you with career-expanding opportunities, and expanding your networks. Research from the Center for Talent Innovation found that 71% of sponsors are the same race or gender as their protégés. What is the impact of that? The 2022 Women in the Workplace report found that although 33% of entry-level positions are occupied by White men, by the time they get to the C-suite, that number has almost doubled to 61%. Seramount research reported that 78% of corporate leaders tap their inner professional networks to fill vacant roles, networks that do not include a single person of color for 91% of White executives. For women, particularly women of color, to advance into senior leadership, they need to be sponsored, and they need White male sponsors. This necessity is underscored by research by PayScale which found that employees who have a White male sponsor end up with higher pay. Black women with a Black sponsor made 11.3% less than Black women with a White sponsor, and Hispanic women with a Hispanic sponsor made 15.5% less than Hispanic women with a White sponsor.

Inclusive Sponsorship of Top Talent

Human beings tend to be more comfortable with others who are like them, and it is easy to find those comfortable relationships when what they have in common is easily identified, such as gender, race, or upbringing. This is why sponsorship across lines of difference requires intentionality and, often, the support of a formalized, effective, and equitable sponsorship program that is based on institutional recognition of high performance, talent, and potential. These sponsorship programs can be designed and implemented in many ways, but for program success, it is critical that:

• The sponsorship match ties to the development plan of the employee;
• The sponsor has the influence needed to make that specific next move happen for the protégé;
• Visibility and job experience are directly tied to the sponsorship plan; and
• There is clarity about the purpose of the sponsorship program.

Sponsorship is not a one-way street. Sponsors also benefit from the sponsorship relationship by, among other things, burnishing their reputation, increasing the likelihood that they will be promoted, and expanding their knowledge of the organization and client opportunities. An effective sponsorship program is a win-win for both the sponsor and protégé. Ensuring that high-performing women are effectively sponsored will go a long way to repairing the “broken rung” that narrows the advancement pipeline for women. Advancing top talent into positions where that talent can better leverage their skills, as well as the improved retention that comes about from sponsorship programs, is also a great boon for the organizations.

Learn More About Sponsorship at the Multicultural Women’s National Conference

Multicultural women are vital to organizational success and reinvigorate their workplaces with diverse perspectives, yet they face persistent barriers to advancement, with the majority reporting that they don’t have the formal mentorship or sponsorship needed to move forward at their companies. Join Seramount in Chicago or virtually for our Multicultural Women’s National Conference on June 21 and 22.

This hybrid conference is one of the only conferences in the nation that focuses on women of color’s talent and their supporters. Attendees will have a chance to connect with women across different industries and professions to build community and learn tangible tools for navigating the workplace and advancing their careers. Come see Elaine Welteroth and Reshma Saujani, our empowering keynote speakers, share best practices and hear which organizations have been recognized as the Best Companies for Multicultural Women. You can register now to attend in person or virtually.

To learn more about sponsorship, contact Rumbi Petrozzello at rumbi.petrozzello@seramount.com, or to learn more about Multicultural Women’s National Conference, visit the website or contact events@seramount.com.  

The post Why Women Need Effective Sponsorship to Advance Their Careers appeared first on Seramount.

What should we know about today’s university students?

The most racially and ethnically diverse generation in US historysits in today’s university and college classrooms; however, the journey to get into those seats was no small feat. Nearly half (46%) of Gen Zers state the pandemic made it more difficult to pursue their education and career goals, which is a statement I can personally attest to as an older member of this generation. In addition, fellow 2020 graduates and I proceeded into a dismal economy marked by a nearly century-high unemployment rate of 14.7%. While the job market has improved since then, Gen Zers continue to look hesitantly at their professional options and opportunities, questioning how an organization’s cherished mission can align with the values these young adults have identified during these times of incredible change.

As we listened to these university students, three issues were consistently brought up: lack of diversity in leadership, need for mentorship opportunities, and desire for a stronger sense of community. Their individual experiences on campus and institutional frustrations mirror those we often hear from corporate employees; moreover, the similarity between the issues occurring in classrooms and in the office led us to believe that, as members of the generation due to fill the future work pipeline, these individuals are going to pay close attention to how companies and organizations address these specific concerns. Here are three steps your organization can take to meet the next generation’s DEI expectations:  

The Importance of Diversity in Leadership 

The college enrollment rate for students of color far surpasses the hiring rate of racially diverse faculty. In 2020, both Black and Latine students achieved a 36% college enrollment rate; however, these students were welcomed to higher education institutions comprised of 6% full-time Latine faculty members, 7% full-time Black faculty members, and 74% full-time White faculty members. Research shows faculty diversity plays a key role in college student completion and can have a major impact on students’ sense of belonging, retention rates, and persistence, and these benefits are compounded for students of color, particularly for those who identify as Black and Latine. Students in our Employee Voice Sessions who identified as Black expressed how increased representation of Black faculty would help create a more inclusive campus climate and enhance their overall collegiate experiences.  

These sentiments are shared by historically excluded talent (HET) in the workplace, who often hope for advancement opportunities but see a major challenge when working under a homogeneous (i.e., White and male) senior leadership team. Integrating DEI into business goals becomes 54% less likely when leadership is mostly homogenous and future generations are twice as likely to turn down a job with little diversity at the executive level. The key takeaway is that today’s young adults notice and care about dismantling systemic inequalities that keep diversity in leadership at bay, and they will not join an organization that refuses to address the importance of celebrating all backgrounds.  

The Power of Powerful Relationships

When discussing the importance of diversity on campus, we asked the university students to reflect on their personal networks and think about the support they receive from those in their networks (e.g., feedback, advice, connections, opportunities). Moreover, we asked students to identify the race of the person who supported them the most, which led to a discussion around the forms of support available for current and future Black and Latine students. Black and Latine students in the sessions then shared their willingness to support younger or incoming Black and Latine students, claiming their efforts stemmed from not having a mentor or role model on campus and wanting to be that individual for others. In 2021, a survey from Inside Higher Edand College Pulse found more than 75% of students surveyed said it wouldn’t matter if a mentor had the same racial identity; however, that drops to 62% when filtered by students of color and even further, to 41%, for Black students.  

When it comes to understanding the importance of high-quality mentorship, a barrier for students is that finding a mentor is a taught and learned human behavior. In other words, most students do not walk onto campus knowing how to find a mentor or what a mentor can offer them. Enter the words social capital. For instance, students with parents, siblings, or other family members who have graduated from college often arrive with some knowledge of the benefits of building relationships with professors, advisors, and other students. Also, students from higher socioeconomic backgrounds frequently come with experience of attending office hours and asking faculty members for resources and opportunities. Historically, Black and Latine students, and other first-generation students do not identify with these circumstances, and therefore lack the social capital to navigate and understand the intricacies of higher education. 

We see this issue in the workplace as well, regarding purposeful opportunities for HET to leverage their relationships to advance in their careers. For example, historically, far more men than women recognize the benefits derived from networking, mentoring, and sponsorship. Enter the words relationship capital. In the workplace, mentors give career advice, navigation, and guidance and do not need to be in the same area of business as their mentees, but sponsors sit in positions of power and will advocate for their protégé when opportunities arise, which is an effective way for women, particularly women of color, to combat systemic bias and break through the glass ceiling to positions of power and higher pay. Companies with formal inclusive sponsorship programs, targeting high–performing talent, demonstrate a commitment to DEI, which in turn shows that a clear and actionable path toward advancement exists. Creating intentional opportunities for employees to strengthen their networks and learn how to thrive in their careers is a strong component Gen Zers, especially those who do not identify as White or male, seek to ensure they can obtain a seat at the table. 

The Value of Connection

Communities offer a safe, inclusive space for individuals to connect and nurture a sense of belonging. In our sessions, the Black and Latine students spoke highly of the multicultural centers on their campus, referring to these places as their safe spaces where the people, resources, and events fully catered to their needs. In addition to physical community spaces, students who identified as Black and Latine mentioned multicultural organizations on campus (e.g., fraternities, sororities) as well, voicing the value of connecting with others who identified by the same racial background and shared the same lived experiences. These forms of community, both physical spaces and social organizations, help students of color, especially at predominantly White institutions, feel seen and heard. Of course, the desire to feel seen and heard expands beyond college campuses and thus companies should leverage Employee Resource Groups (ERGs) as a powerful tool to encourage personal and professional connections among HET.

Human connection drives communities: listening, learning, and acknowledging other individuals builds trust and promotes a strong sense of belonging. A recent Seramount survey of 200+ ERG members found 98% believed ERGs to be extremely important to creating an inclusive culture. Therefore, opportunities exist for companies and their ERGs to create new and innovative ways to encourage a diverse candidate pool to join their organizations. For example, ERG members can partner with universities and create mentorship programs, attend career fairs, and host networking events with the purpose of demonstrating how the company engages, empowers, and supports DEI in the workplace.

The next generation of employees is a diverse, bold, and proud group seeking to make an impact and inspire DEI progress. Companies must begin to listen, recognize, and implement the changes their future employees not only expect but need to be successful. Universities and workplaces can work together to create an effective pipeline to empower HET with resources, options, and opportunities to kick-start their professional journeys. Gen Z is carefully watching. Are you ready to support and welcome them?

Interested in assessing your company culture?
Seramount’s Assess360 solution and Employee Voice Sessions combine the power of focus groups, quantitative surveys, and interview methodologies in a highly engaging, safe, anonymous, and solutions-oriented forum. Click here to learn more.

Interested in connecting with right-fit candidates on college campuses?
Forage job simulations can help your company target the best-fit talent and streamline your recruiting cycles. Visit our Forage Solutions webpage to see how job simulations can help connect your organization to a wider network of next-generation talent.

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For 15 years, Seramount’s Best Law Firms for Women Initiative has provided law firms the same robust platform for gathering, analyzing, and benchmarking their progress in gender diversity as Seramount, now part of EAB, has offered for over 35 years to hundreds of leading companies across corporate America. Notably, more than half of the law firms honored on the 2022 Seramount Best Law Firms for Women list have been on the list for more than 10 years, which demonstrates their sustained commitment to creating more inclusive firms. 

“Our Best Law Firms for Women continue to improve in many critical areas,” said Subha V. Barry, president of Seramount. “Representation of women managing partners has increased significantly and we’ve seen progress for multicultural women lawyers at every level. Our firms recognize the importance of recruiting and retaining this important talent pool and have developed the family-friendly benefits to prove it. All of these combined are important steps toward parity.”

This year, the most striking change in the progress of gender diversity among the 2022 Seramount Best Law Firms for Women is in leadership at the top. On Seramount’s annual application, we asked law firms about the gender of their managing partner or equivalent prominent leader other than the chairperson, and the firms on the 2022 list reported a nearly 10 percent increase in the number of female managing partners or their equivalents: 43 percent in 2022 vs. 34 percent in 2021. 

Across the board, firms on the list also increased the percentages of women holding roles on key committees that make compensation and promotion decisions. For example, in 2022, 38 percent of those on firms’ management committees were women vs. 35 percent last year. For committees that decide promotions to equity partnership, 38 percent were women in 2022 compared to 34 percent in 2021.

Women’s leadership is the key theme and thread that connects the law firms on the 2022 list. Some notable examples include:

• WilmerHale, one of only two firms on the list every year since the list’s inception in 2007, has increased the representation of women in firm leadership. In addition to Susan Murley, co-managing partner, women have prominent roles on three of the most influential firm-wide committees: 44 percent of the Management Committee, 52 percent of the Compensation Committee, and 34 percent of the Equity Partner Promotion Committee. Three of the firm’s five legal departments are chaired by women, and women make up 28 percent of the firm’s equity-only U.S. partnership.
• At Dorsey & Whitney, the only other firm that has been on the list every year since 2007, the firm’s leadership says that the most important factor in ensuring the advancement of women in the workplace is having women leaders at the table when important decisions are being made. In 2007, Dorsey elected its first-ever woman as Managing Partner, paving the way for future women leaders. Today, 50 percent of Dorsey’s Management Committee and 35 percent of its Policy Committee are women, creating a new standard for leadership. Over the last five years, 35 percent of those elevated to equity partner and 44 percent of those elevated to income partner were women.
• At Littler, shareholder Erin Webber began an eight-year term as Littler’s Managing Director, effective January 2021. The firm’s seven-person Management Committee, Littler’s highest governing body, is 100 percent diverse, including four women.
• Manatt is led by CEO, Managing Partner, and Chair of Manatt’s Executive Compensation committee Donna Wilson, one of the only openly LGBTQ+ women leading an Am Law 200 firm, a first-generation college graduate, and the mother of a teenage daughter. The firm continued to prioritize the elevation of women and diverse leaders at every level of the firm, including an all-women partner class and half of its lateral partner hires also being women.
• Kirkland & Ellis’s Women’s Leadership Initiative promotes the recruitment, retention, and advancement of Kirkland’s women attorneys and aims to develop them into leaders within their practice groups, the firm, the profession, and the community.
• Latham & Watkins holds two Women’s Leadership Academies each year—one for senior female associates and one for female partners. These events feature tailored professional development training and opportunities for mentorship and community building. Robin Hulshizer, Partner and Vice Chair of the Diversity Leadership Committee, also notes that outside its walls, Latham is creating a strong community of women in decision-making roles through programs such as its WEB Committee’s Financial Analysis Program for female in-house lawyers. 
• Blank Rome for six years has hosted an annual Women’s Leadership Summit (“WLS”), which has become one of the firm’s signature events, attracting top women leaders in business and law. The WLS started as an event for the firm’s women partners to connect beyond their practice groups and local offices, deepen their leadership skills, and polish their relationship-building acumen. It has expanded to include clients and friends of the firm, creating a unique opportunity for women leaders to connect, develop innovative ideas, and create meaningful and lasting relationships that build year after year.
• Erickson Immigration Group, one of three firms joining the list for the first time and one of the largest immigration law firms in the United States, is not only 50 percent owned by multicultural women but its senior legal team, which includes Senior Managing Attorneys, Managing Attorneys, and Senior Attorneys, consists of 82 percent women and 56 percent women of color.

Firms on the 2022 list also increased the representation of multicultural women [“MCW”]. In 2022, 29 percent of women lawyers at firms on the list were MCW vs. 27 percent last year; 36 percent of women associates were MCW vs. 34 percent last year; and 18 percent of women equity partners were MCW vs. 16 percent last year. Most dramatically, 22 percent of women promoted to equity partner were MCW compared to 18 percent last year, a significant four percentage point change.     

At the same time, these increases in the percentages of MCW occurred while MCW were also leaving firms on the list in increased numbers. For example, of equity partners who left firms, 27 percent were women vs. 24 percent last year. But of the female equity partners who left, 21 percent were MCW vs. 8 percent last year, a nearly threefold increase. In exit interviews, firms reported 73 percent of the women cited their reason for leaving was “to pursue different options” and 45 percent said they had “better opportunities elsewhere.” The data clearly reflects greater mobility on the part of MCW and a legal marketplace marked by intense competition in lateral recruiting, especially for women of color.

Another important trendline for firms on the 2022 list is increased investment in sponsorship programs.

An impressive 80 percent of firms on the list report formal sponsorship programs, an 8 percent increase from last year. For example, Ogletree Deakins reports that its most successful program to advance women in the workplace is the Ogletree Deakins Women’s Initiative (ODWIN) Sponsorship Program that provides tools and opportunities for women shareholders to help them advance to equity shareholder status. Paired with equity shareholders, the participants gain support, exposure, business development opportunities, and career guidance.

Littler recently created a new initiative, Breaking Through, to double the number of attorneys of color, women, and LGBTQ+ shareholders in the top quartile of the firm’s compensation system within five years. The firm’s strategies include business development, leadership, and other training programs that provide the skills and resources needed for career growth. An additional focus is to further expand access to client opportunities, such as ensuring that women and diverse attorneys are considered for lead roles on new client matters and in transition/succession plans for existing client relationships.

Seramount also notes increased support for parents and caregivers this year. The average fully paid parental leave for associates increased from 13 weeks to 16 weeks this year. Firms also adopted major increases in fertility benefits: 67 percent cover in vitro vs. 52 percent last year; 53 percent cover egg freezing vs. 42 percent last year.

Proskauer, a first-time winner, emphasized that supporting its lawyers’ needs at key stages of their personal lives is critical to the firm’s talent management strategy. In 2016, Proskauer launched an innovative program to ease the transition of lawyers returning from caregiver leave. CaRe, or Caregiver Return, allows lawyers to return on a 75 percent schedule and receive 100 percent of their pre-leave compensation for the first six months of their return. Enrollment is automatic, and CaRe participants remain on the promotion track.

As one participant described her experience, “Everyone [at the firm] has always been understanding about the new demands working moms face when coming back from leave and how that impacts your availability. The CaRe program took a huge weight off my shoulders in terms of the pressure I felt to work the same number of hours. Having a relaxed expectation was a huge relief.”

Similarly, new list member Erickson Immigration Law encourages parents returning to work after welcoming a child to design a work schedule that suits them, often including phased returns to full time and flexible scheduling.

Seramount salutes the law firms on the 2022 Best Law Firms for Women list. These firms continue to utilize Seramount’s rigorous data analytics and metrics tools to guide their diversity journeys.  Seramount president Subha V. Barry asks the obvious question: “With increased pressure from clients and competition for talent, will women leaders help law firms accelerate the pace of change for gender and racial diversity? Seramount is proud to provide data through the Best Law Firms for Women survey to help the growing ranks of women leaders understand what to expect and what will be expected of them.”

Karen Kaplowitz, a longtime advocate for women in the legal profession, has been a senior advisor to the Seramount Best Law Firms for Women Initiative since 2016. Kaplowitz, a business development strategist and coach, has been named one of Lawdragon’s Global 100 Leading Consultants and Strategists to the Legal Profession since 2018.

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Historically, far more men than women have recognized the benefits derived from networking, mentoring, and sponsorship. Our research shows that women are 20 percent less likely than men to have a strategic network of sponsors whom they look to for career guidance and 1.5x less likely than men to have received advice from a sponsor on how to advance. 

Download the full report: The Gender Gap at the Top: What’s Keeping Women from Leading Corporate America? 

Following are three key ways that formal sponsorship programs serve diverse talent: 

1. Access to essential relationship capital 

Sponsorship programs pair lower-level or newly hired employees, “sponsees,” with senior leaders at the organization, “sponsors.” Having someone in a position of power who will advocate for you when choice assignments or opportunities arise can be an effective way for women, particularly women of color, to combat systemic bias and break through the glass ceiling to positions of power and higher pay. 

“Too few people from underrepresented groups are reaching the top of their organizations, and a big reason is that their access to essential relationship capital is behind their counterparts.  For example, early career women are one-third as likely to have access to sponsors. Implementing an intentional and formal sponsorship program ensures they get high-stake opportunities, which are a prerequisite for a shot at the C-suite,” says Deborah Munster, VP of People, Operations, and Culture at Seramount. 

2. Higher pay 

As it turns out, those who have a sponsor are paid 11.6 percent more than those who do not, according to research from PayScale Inc. Perhaps not surprisingly, for men, the “sponsorship premium” is even higher: 12.3 percent compared to women at 10.2 percent. And to take it one step further, the sponsorship premium varies by race and ethnicity. According to the study, Hispanic and Black women have the most to gain from formal sponsorships. Hispanic women with a sponsor earn 6.1 percent more than Hispanic women without one. Black women with a sponsor earn 5.1 percent more than Black women without one. 

3. Advancement into leadership positions 

We’re already witnessing the power of formal sponsorship programs in the number of women rising into leadership positions at the Top Companies for Executive Women. In recent years, our data shows that the top companies are placing emphasis on implementing and improving formal sponsorship programs for women. In 2021 vs. 2020, we saw a 10 percent increase in the number of companies offering these programs and increases across the board in tracking promotion rates of sponsees, including building relationship capital with senior executives in sponsorship training and including P&L exposure in sponsorship. 

As the emphasis on formal sponsorships at these organizations increases, there seems to be a correlation with the measurable progress women are making in their climb to the top. Data shows more women at every career level, as well as more women in executive-level positions. Download our Power of Sponsorship Infographic to see the critical role sponsorship programs play in advancing diverse talent. 

Implementing Formal Sponsorship Programs at Your Company 

Recently, a global financial organization and Diversity Best Practices (DBP) member reached out to their DEI Advisor, Munster, to discuss their effort to target and advance underrepresented talent into the C-suite using a formal sponsorship program. They matched underrepresented talent with executive sponsors and tapped DBP to design a series of workshops aimed at sponsors and sponsees to build knowledge about roles and responsibilities as they entered into the program. Diversity Best Practices also worked closely with the organization to develop a workbook for program participants detailing the full 18-month program. 

“Sponsorship is a two-way street,” says Munster. “In order for a sponsorship program to be truly successful, it’s imperative that sponsees come to the table with a clear vision of what they want out of the program and what they can offer the relationship.” 

At the close of the program, participants reported a satisfaction rate of 90%, and the firm requested Diversity Best Practices to offer four additional workshops to their employees: Executive Presence, Authenticity vs. Conformity, Strategic Visioning, and Career and Talent Mapping. They also trained program participants on navigating political waters and how to overcome when stepping on a political landmine. 

As the sense of urgency grows for better diversity, racial equity, and inclusion outcomes, companies must implement new policies and programs with the direct intent of ushering diverse talent into senior leadership positions. A robust approach to sponsorship offers a tangible roadmap for advancing diverse talent. 

Interested in implementing a sponsorship program at your company but don’t know where to start? Contact us to become a Diversity Best Practices member and get in touch with one of our DEI advisors today. 

Download the full report: The Gender Gap at the Top: What’s Keeping Women from Leading Corporate America? 

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Sponsorship vs Mentorship

First, I want to pause and emphasize that it is very important to understand the difference between a mentor and a sponsor. A mentor has a relationship with a mentee where the mentor gives career advice, navigation, and guidance and mentors do not need to be in the same company or area of business as their mentees. A sponsor must have the clout to advance their protégé’s career.

The Power of A Sponsor

The music executive, entrepreneur, and film producer, Clarence Avant, affectionately known as the Black Godfather has mentored many people, from artists, to athletes and politicians, advising them how to negotiate better, prevail over challenges, and the necessity of networks, famously saying, “I don’t have problems. I have friends.” Avant is also an influential sponsor who used his network to move the then unknown junior senator from Illinois, Barack Obama, into a primetime sport at the Democratic National Convention, an event that was integral to Obama’s political success. Just before Hank Aaron hit his 715th home run, breaking Babe Ruth’s record, Avant marched into the office of the president of Coca-Cola, negotiating a life-changing endorsement deal for Aaron. That is the power of a sponsor who not only recognizes talent but is able to move that talent forward.

Why Sponsorship?

An important strategy is an effective sponsorship program, where sponsors not only help protégés drive their career vision but also connect protégés to high-profile people, assignments, pay increases, and promotions. Through the annual Best Companies for Multicultural Women list, Seramount research found that multicultural women with sponsorship were promoted, received pay increases, and experienced job satisfaction at significantly higher rates than those without sponsorship. The Center for Talent Innovation had similar findings for people of color in general and, according to their research, top talent is not sponsored equally – white individuals are 63% more likely to have a sponsor than individuals from underrepresented groups. In organizations that are seeking to retain and advance talent from underrepresented groups this should be of particular concern, according to CTI’s findings, employees with sponsors are more likely to be satisfied with their rate of advancement and to remain in the company.

An effective and equitable sponsorship program is one that is formalized and based on institutional recognition of high performance, talent, and potential. Such programs begin by clearly defining what it means to be high potential and communicating that to employees.

Sponsorship programs can be designed and implemented in many ways but, for program success, it is critical that:

• The sponsorship match ties to the development plan of the employee
• The sponsor has the influence needed to make that specific next move happen for the protégé
• Visibility and job experience are directly tied to the sponsorship plan
• There is clarity about the purpose of the sponsorship program

Sponsors also benefit from the sponsorship relationship, among other things, burnishing their reputation, increasing the likelihood that they will be promoted, and expanding their knowledge of the organization and client opportunities. An effective sponsorship program is a win-win for both the sponsor and protégé. Advancing top talent into positions where that talent can better leverage their skills, and the improved retention that comes about from sponsorship programs, is also a great boon for the organizations.

Photo Credit: New York Times

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