1. Additional resources to sustain equity in the workplace9
Additional resources to sustain equity in the workplace
9.1. Racial Equity Impact Assessment (REIA)
9.2. Creating Equitable Organizations Mentoring Program

2. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Overview of the CEO Mentoring Program
The CEO Mentoring Program was established to provide resources to all new employees to become integrated with and engaged in our mission and organizational culture.
The overarching vision of the CEO Mentoring Program is:
Supportive relationships and leadership cultivation are created through the mentoring program, leading to increased staff longevity and specifically increased retention of staff of color.
The Mentoring Program is intended to do the following:
Assist with new employee orientation to the overall operations (not program specific training, but general orientation to structure and culture.)
Provide new employees with a Mentor to ask questions regarding basic operational issues which can be answered in a timely manner and in a supportive environment.
Provide new employees with the opportunity to develop a relationship with a Mentor that will help the Mentee understand the culture and expectations of the organization.
Reduce confusion and uncertainty faced by new employees.
Allow new employees to gain insight into the operations and culture of the organization.
Maximize employee retention.
Pairing of Mentor and Mentee
The Mentee will be given a list of potential Mentors to choose as his or her Mentor. The CEO Mentoring Program Administrator (MPA) will be responsible for the final pairing of all new employees with a Mentor. This pairing will occur within the four weeks of employment. Mentors will be current employees. Mentors must have worked with the organization for a minimum of 2 years, must not have had any written warnings within the past year, and must be approved by his or her supervisor. The Mentor and Mentee may be within the same department; however, the Mentor will not be the Mentee’s direct supervisor.

3. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Mentor Selection Process
Information on available mentors will be at: ______________. New staff seeking a mentor may look at the Mentor Profiles to make an initial determination about the interest and suitability of potential mentors.
In making a decision about an appropriate mentor, a mentee may ask their supervisor, another staff member or the MPA for recommendations and/or request informal interviews with prospective mentors.
The process of matching a mentor/mentee:
The mentee contacts the MPA with his/her selection of a potential mentor.
The MPA contacts the potential mentor and ascertains his/her willingness to mentor this mentee, at this time.
MPA contacts new employee’s supervisor for approval of new mentor.
If mentor and supervisor agree match is made.
MPA contacts mentee and notifies him/her of match and explains the MPA will be contacting him/her periodically to check on the status of mentoring.
MPA contacts mentor and explains that s/he will contact the mentor periodically to check on the status of mentoring.
MPA notifies supervisor match has been made.
If mentor or supervisor do not agree.,MPA contacts mentee and requests s/he select another mentor. Process begins again.
The mentoring relationship will formally continue for the first six months of the Mentee’s employment. Mentors and Mentees may mutually decide to continue the mentoring relationship beyond this initial six (6) month period. Mentees should be made aware of this option and have an opportunity to discuss continuation with their Mentor.
Distinction between Mentor Role and Supervisor Role in Orientation
The supervisor is responsible for all training related to the new employee’s professional responsibilities as related to his or her program as outlined in his or her job description. The mentor provides support for the new employee’s broader orientation to the organization, answering questions and providing information regarding the structure and culture of the organization.

4. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Initial Mentor/Mentee Meeting
After the Mentor and Mentee have been paired, it is the Mentor’s responsibility to meet with the Mentee at the earliest available opportunity. The Mentor should plan to spend some time with the Mentee within their first four weeks of employment as the Mentee’s schedule allows. The first month of the Mentoring relationship will serve to support the Mentee’s orientation process.
Content of Meetings and Discussions
The first meeting should be introductory in nature. The Mentor should collaborate with the supervisor to show the Mentee around the office and make introductions to others.
Serve as a secondary resource to the supervisor regarding: networking, information technology (IT), manager, co-workers, support services, resources, internal and external customers.
Guidelines for Effective Mentoring and additional suggestions for discussion topics are included in the attached Appendices A and B, respectively.
Frequency and Timing of Meetings
The Mentor and Mentee should aim to meet regularly for at least thirty (30) minutes, once a week during the first month and at least twice a month thereafter. These meetings must take place during the Mentor’s and Mentee’s regularly scheduled work hours and shall not exceed two (2) hours per month.
This meeting (often best held in an informal setting) should be used to discuss any non-urgent issues. Participation in the Mentoring Program shall be compensated at an employee’s regular pay rate.
The Mentor is responsible for setting up the meetings, but the Mentee is encouraged to seek meetings with the Mentor as needed.
During the working day, the Mentor must also make himself or herself accessible to the Mentee to address any questions as they arise and to provide support as needed.

5. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Mentors and Mentees are encouraged to keep notes regarding their Mentoring Program meetings.
Review of the Relationship
Both the Mentor and Mentee will be asked to provide feedback regarding the Mentoring Program at the two week, three month and six month marks. The MPA will contact both the Mentor and Mentee to ascertain how the mentoring is progressing. This feedback is elicited to assess the overall effectiveness of the Mentoring Program.
These interactions will give the Mentor and Mentee an opportunity to offer suggestions on how to improve to the Mentoring Program generally and to provide feedback on your match, specifically.
If there are issues which need to be addressed in about a mentoring experience the MPA may contact the supervisor of the mentee, the supervisor of the mentor, or the CEO to help resolve these issues.
Confidentiality
Confidentiality is the key to trust and maintenance of trust is at the core of a successful Mentoring Program. Time should be spent in the first meeting to establish a mutual understanding of the importance of confidentiality, what it means to each party and how it will be handled. The commitment to confidentiality continues after the Mentor and Mentee have concluded the Mentoring Program. As set forth in Appendix A, certain topics cannot always be kept confidential.
Available Support
If you have any questions with any aspect of the Mentor relationship or the Mentor Program, contact the YWCA Madison Program Mentor Administrator.

6. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Appendix A: Guidelines for Effective Mentoring
Define Expectations
 Mentors and mentees should meet right away to discuss what the mentee is expecting from the mentoring relationship and the mentor should explain what he or she intends to offer. Be clear about expectations and boundaries. Openly discuss the time commitments and the abilities each individual can bring to the relationship. Mentors should provide guidance regarding their schedules and the preferable time or way to make contact, e.g., “open door” policy, optimal time of day, via office phone or cell phone, via voice mail, via , or setting up an appointment.
Communicate Regularly
Regular communication (at least once a week during the first month and twice a month thereafter) is essential to fostering a mentoring relationship. At least one communication each month should include a personal meeting or lunch whereas the other communication(s) may be less formal such as an or voice mail. If schedules prevent regular communications from occurring, or if either party is dissatisfied with the relationship, please contact the Mentor Administrator as soon as possible so that new relationships can be assigned.
Maintain Confidentiality When Appropriate
 In developing a climate of trust and safety, mentors should explain that confidentiality should not always be assumed in a mentor relationship because one of the roles of the mentor is to consult with others if a mentee has an issue that is beyond the scope of the mentor’s assistance. If a mentee prefers that certain information remain confidential, the mentee should be explicit with his/her mentor that the discussion is to remain confidential. However, both mentors and mentees must be aware that certain topics cannot always be kept confidential. For example, all allegations of sexual harassment and discrimination must be brought to the attention of appropriate administrative team members immediately.
Share Your Knowledge, Insights, Materials, Skills and Experiences
 The mentoring relationships should help the mentee develop a professional network and build a community of mentors. Mentors should help mentees access resources and expand support networks. For example, mentors may discuss the importance of building and maintaining positive relationships, share examples of when they experienced success and when they experienced failure and what was learned in the process, and explain informal rules or expectations.
Be Constructive and Positive
 Critical feedback provided in a positive manner is extremely valuable. Mentors should build confidence and encourage independent thinking in mentees.
Evaluate the Program
 Both mentors and mentees will be asked to evaluate of the program at defined intervals. Any ongoing questions or concerns should be communicated to Mentor Program Administrator.

7. 9.2 Creating Equitable Organizations (CEO) Mentoring Program
Appendix B
Suggested Topics for Mentoring Meetings
 The purpose of the Mentor/Mentee relationship is to generally make the Mentee feel comfortable and engaged with the organization. Therefore, all interactions between Mentors and Mentees should have an agenda that seeks to integrate the Mentee in the organization and allows the Mentee to be comfortable asking questions of the Mentor. In preparing for meetings, both the Mentor and Mentee should have topics for discussion and questions in mind. The following are a few topics that may be appropriate for Mentor/Mentee meetings:

8. 9.2 Creating Equitable Organizations (CEO) Mentoring Program

9. 9.2 Creating Equitable Organizations (CEO) Mentoring Program