In 2010, the Harvard Business Review wrote an article claiming that the mentoring men and women receive at work is far from equal. “Sponsorship” designates a successful mentoring relationship – in which “the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee.” Mentors that are more likely to help mentees gain “visibility in the company” are more likely to see their proteges promoted. Although both men and women report they receive valuable career advice from their mentors, mostly men describe “sponsorship” in regards to their relationship with their mentor.
Additionally, it was found that the more senior-level the mentor, the quicker the mentee would advance to higher levels at the company. In 2008, 78% of men were mentored by a CEO or senior executive, compared to 69% of women. 7% of women were mentored by a non-manager or first-level manager, in contrast to 4% of men. Due to male employees working more often with higher executives, males have received 15% more promotions over females.
Harvard Business Review gave recommendations regarding how companies can adequately offer sponsorship to women employees at the same rate as men:
1) Clarify and communicate the intent of mentoring programs: Is the job of a mentor to provide advice and counseling? Or to provide influence to pull people up through the system?
2) Match sponsors and high potential women in light of program goals: “When the objective of a program is career advancement for high potentials, mentors and sponsors are typically selected on the basis of position of power.”
3) Coordinate efforts and involve direct supervisors: Partnership of corporate and local efforts is needed.
4) Train sponsors on the complexities of gender and leadership: Tactics men use to progress in their career may not be realistic for women
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