By Wanda T. Wallace Ph.D
When you’re asked to help young, underrepresented talent succeed, here’s what you’ll need to know to do the job right.
As a senior leader, you have been asked to be a sponsor for a high-potential employee your company is seeking to develop and retain as part of its diversity-and-inclusion efforts. You agree, because you believe retaining underrepresented talent is important. And you are always willing to help young talent succeed, anyway; it’s the fun part of your job. You probably already sponsor a few people, but being assigned someone to sponsor is different. You may know the employee’s reputation, but you don’t know anything regarding his or her real strengths and limitations or ambitions.
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