Mentoring the way to a more diverse and inclusive workplace
summary
Argues that mentorship and D&I mutually reinforce one another and gives concrete practices: use Key Values for values-based recruiting, offer referral bonuses cautiously, run affinity groups as caucuses with leadership reps, provide paid mentorship time and structured onboarding. Cites a code school consultancy with 80% people of color on technical staff and 50% women overall, Stanford-backed standardized review criteria that eliminates gender rating gaps, and BCG survey ranks showing sponsorship and representation differ sharply across groups.
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chapters (15)
- 0:00Introduction
- 1:07Mentorship and D&I connection
- 3:14Two contrasting companies
- 6:29Mentorship versus D&I
- 7:56Supporting underrepresented employees
- 10:51Affinity groups and reviews
- 14:24Why supports aren't obvious
- 16:19Leveling up junior engineers
- 21:25D&I and mentorship overlap
- 22:50Intent vs sacrifice in culture
- 25:20Mentorship in interviews
- 27:26Structured mentor growth
- 29:11Paid mentorship and reflection
- 30:36Business case for mentorship
- 33:25Summary
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