Action Three: Become a Talent Promoter

Inspired by participating companies in the Expanding Equity network, this post is the second of four in a series lifting up actions leaders and organizations can take to accelerate inclusion and belonging in the workplace. (See WKKF’s Inclusion & Belonging Guidebook for more how-to information.)

Exhibit 1: Four action areas for improving workplace inclusion and belonging

An essential part of workplace inclusion is whether employees feel they have fair and equal opportunities for professional development and career advancement. If employees do not see people like themselves reflected in management or leadership, it can feel daunting or discouraging to expect a long-term future at the company. Organizations can counter-balance this by building “pathways,” (e.g., robust mentorship and sponsorship efforts). The more employees feel like the organization is invested in their future success, the more likely it is that they’re going to stay longer at and contribute more to the organization.

It is imperative that people leaders not just offer opportunities for workers, but open opportunities for them as well. And they can start by reflecting on how they landed their job in the first place. Yes, you’re talented, but who shared the opportunity with you, who put in a good word for you, and who gave you that project that enabled you to prove yourself at the organization? Skills and experiences are essential to getting hired or promoted, but networks and connections matter too, and leaders hold the key to opening the door to opportunities for other employees with different backgrounds than them to showcase their talents and demonstrate their skills.

Becoming a talent promoter first requires being able to recognize talent on your team. Looking objectively at it, who’s the most productive and impactful person, who can you rely on to get the job done, who is bringing the most innovative ideas and making the most strategic decisions and who do other people on your team follow and respect the most? That’s talent, and they could be a future leader at your organization, but you need to step up and play an active role in their career progression.

For example, you could tap them to take the lead on a special project; amplify their leadership and accomplishments among colleagues in your circle; or defend them when you hear narratives or comments that run counter to your direct experience with them. You could also introduce them to leaders and experts in your network, include them in higher-level meetings and conversations where they can learn and grow in their leadership and expose them to innovative ideas and emerging trends in their careers.

You’re their boss, but you can also be a coach, sponsor and advocate in your employee’s career.

What the Evidence Says

Companies can create gateways and pathways for advancement for employees who are typically marginalized or excluded for whatever reason, e.g., they don’t have the typical degree, experience, or color. But too often there is a sole focus on the gateways (policies and processes) and an insufficient focus on the pathways (actions and interventions). People of color, women and other traditionally underrepresented groups are often under-sponsored when compared to their White men counterparts. And not surprisingly, middle management and senior leadership positions are predominantly held by White men at most organizations.

Job level also has a pronounced impact on access to career development and promotion opportunities, especially for frontline employees. Hourly workers report the lowest overall feelings of inclusion compared to other employees. These workers are more likely to indicate that leaders seldom or almost never use their influence to support employees’ career growth and advancement and provide mentorship and coaching (Exhibit 2).

Exhibit 2: Frontline employees, especially those who are hourly, are less likely to receive career support from their leaders

But there’s an important point to make here about the difference between mentorship and sponsorship. Executive employees are almost 20 percentage points more likely than frontline employees to work with leaders who actively seek to influence their career advancement. It’s a primary reason why the former (often white men) move up and the latter (often workers of color) stay down. Mentors coach employees on how to develop their knowledge, skills, and abilities (KSAs) to improve at their jobs and advance in their careers, but it’s ultimately on the employee to figure it out with limited help.

In contrast, sponsors advocate for employees who they know have the ability to do the job at higher levels in the organization, and they take on the responsibility to highlight their accomplishments, raise their profile, and support their candidacy which can lead to those types of advancement opportunities.

Leaders, managers and supervisors can be encouraged, trained and incentivized to become more effective coaches, mentors and sponsors to a more diverse group of colleagues. And part of that is leaders getting to know colleagues outside of their networks and a perfect place to start is by participating in the Employee Resource Group (ERGs) at your organization where you can learn more about the experiences of women and people of color in the workplace.

But it’s not all about creating pathways. To build more equitable gateways to advancement for employees, organizations can document and transparently share the skillsets and experiences required for advanced roles so that employees are aware of what they need to do in order to get to the next level. Employers can also democratize and subsidize access to professional development, such as leadership training and stretch assignments, which tend to go to higher-level leaders in organizations and who are disproportionately white men. Leaders can advocate for these types of policy and practice changes in their organizations as well.

Putting It into Action:

These Expanding Equity companies are creating opportunities for all employees.