Criteria for people whom you might select to be your mentor:

Considered an authority in their field.
Influential within the company or institution.
Interested in the professional growth of those they mentor.
Willing to commit the necessary time and energy.
Secure enough not to be threatened by another's success.
Has a complementary style to those mentored.

Criteria for people who want to be mentored:

Have desire and potential to advance.
Willing to discuss career goals.
Willing to express appreciation.
Set high standards for self.
Like challenging assignments.
Learn by example.
Are professional.

Iris Randall, Management Consultant, (203) 790-0011

Diversity Sabotage

Organizations today often claim a strong desire to hire, promote and retain a more diverse workforce. Unfortunately, the rhetoric often ignores the reality. The inhibiting factor can be unconscious assumptions about the job and the people who can best perform the duties. Merit and competence in certain, very specific areas are the only salient qualifications. For example, lifeguards are selected on the basis of their athletic abilities only. In reality, lifeguards need to be able to resolve conflict, solve problems, and communicate with everyone using the beach. "People" skills are critical for lifeguards—and for many other kinds of jobs. Those skills need to be factored into job descriptions and given weight.

Lee Gardenswartz and Anita Rowe, "Managing Diversity," 1/96

Younger Employees

In the workplace, differences between younger and older employees show up quickly. Younger workers are less trusting of authority in general. Unthinking acquiescence is not automatic. When they ask "Why?" it's not necessarily confrontational. It may indicate a need for clarity about their role and how it will affect them. Younger employees work hard for clear personal gain. They want success now and on their terms, but paying dues is often a foreign concept. They expect more collaboration and influence over what, when, and how they do work. They're often easily bored, so changing assignments or projects is important. They need the latest tools, toys and technology to experiment with. They need constant stimulation and challenge; if they don't find it, they'll move on. Coming to the workplace with fresh eyes, they are very good at killing sacred traditions. Let them. In spite of differences, people are still more alike than not. Everyone is sensitive about work, eager to do a job and be proud of it. Provide the opportunity—that's your job.

Odette Pollar, director of management training for Time Management Systems. Her book, "Dynamics of Diversity," sells from $9.95 plus S&H from 1-800-599-TIME

Training to Understand

Sensitivity training requires a level of civility that many don't have, says Jonathan A. Segal, a Philadelphia lawyer. There is no context or justification for a Nazi swastika on display. There is no context or justification for sexual assault. There is no context or justification for racist judgements. "Not everything falls within areas of gray. Some things are objectively and heinously wrong. We can be too polite, too understanding." Discipline is a tool managers must use along with training. It's amazing how many people become enlightened when unemployment is the alternative.

Jonathan A. Segal, Esq. a partner in a Philadelphia law firm, writing in "Managing Diversity" 3/96

Risky Romances

Workplace romances will happen; however, it's usually a risky business. Even when those involved practice discretion, usually the romance becomes common knowledge in the workplace. Romance in the workplace has the least chance of doing damage when:

Both parties work in a large organization.
They are consenting, single adults.
They are roughly at the same level in the organization.
They are in different areas, doing different functions. The best advice for office romantics is still: DON'T.
They are not dependent on each other and do not regularly interface.

"Work Matters," a column in the Seattle Post-Intelligencer by McWhinnie, Esty and Resnick

Resources

Cultures are defined by the holidays they observe. If you're curious about the significance of such events, order a copy of "Honoring Differences, the 1996 Multicultural Calendar". Single copies are $12.95, plus S&H. Call (612) 944-5332.

The study "The American Mosaic: An In-Depth Report on the Future of Diversity at Work" predicts that American employees will become even more diverse as companies compete for global markets and as the baby boom generation ages. Released by the American Society for Training and Development and written by A.P. Carnevale and S.C. Stone, the study is the first scientific look at diversity in the workplace. Copies are available for $30 from McGraw-Hill, Inc., 1221 Ave of the Americas, New York, NY 10020. Or, call (703) 683-7256.

Quote of the Month

"If they speak in ways expected of women, they are seen as inadequate leaders. If they speak in ways expected of leaders, then they are seen as inadequate women. The road to authority is tough for women, and once they get there, it's a bed of thorns." -- Deborah Tannen

Vision: To affect positive change in the CALS community by valuing differences and building respect.

The University of Arizona is an equal opportunity, affirmative action institution. The University does not discriminate on the basis of race, color, religion, sex, national origin, age, disability, veteran status, or sexual orientation in its programs and activities.

Content Questions/Comments: Billye Foster (billye@cals.arizona.edu) or Steven Crofts (scrofts@cals.arizona.edu)
Last Updated: 05/16/2005