Differences in Mentoring and Sponsorship Essay

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.....status quo of business has been expressed as "an interconnected global village" having innumerable opportunities for everybody. But, as it happens, everybody doesn't enjoy equal opportunities and only those aware of how and where to look enjoy an advantage over others.



Hello and Good afternoon. I am Alice and I am delighted to join you today for this Annual Luncheon of American CEOs sponsored by the Wall Street Journal. I am in the twilight of a rewarding and influential career as the Pres. and CEO of, SeeItAll, a domestic airline.



SeeItAll, has a formal sponsorship program for women, and it is very successful, and the Airline business portfolio is reaping big dividends. In fact, I too have reaped benefits from this program as have other hard-working women in my firm. My career began as a flight attendant, and through hard-work, dedication, commitment and support from my top management and sponsors I have climbed to the top of my company's hierarchy.



Today, I want to highlight and credit the Sponsorship Program with my rise and accomplishment, and want to encourage everyone present here at the luncheon, to do the same.



The current knowledge economy is characterized by a dearth of qualified workers having superior analytical and communication abilities, a problem expected to exacerbate in the next decade (Benko & Weisberg, 2008, p. 5), necessitating companies' upgradation of workforce skills and employment of diverse personnel.

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Researchers have proven the positive effect of workforce diversity on company efficacy, bottom-line, grasp of consumer base and adaptability (Hamdani & Buckley, 2011, p. 43). Women-centric sponsorship initiatives facilitate their promotions on the basis of performance and ability, especially in mid-career where competition for promotions intensifies. But not all sponsorship programs can increase efficiency and promote fairness in the company and top management needs to be careful about their sponsorship program strategy.



Top-level managers must explicitly state their sponsorship initiative's aims, which should be aligned with organizational goals



Considering workplace pressures, all unimportant tasks and objectives which cause involved personnel to diverge from the key corporate mission will be underrated (Castleberry-Singleton, 2009, pp. 9-10). Thus, aspiring just and all-encompassing organizations should manage sponsorship as their key corporate aim. Individuals in such firms will determine means to resolve diversity issues, and seek and react to social identity signals revealing the….....

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Bibliography

Benko, C., & Weisberg, A. (2008). The Nontraditional Is the New Traditional: Six Trends That Have Produced a New Workforce Imperative. In C. Benko, & A. Weisberg, Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce. Boston: Harvard Business Press.

Castleberry-Singleton, C. (2009). From Bolted-on to Built-in: Diversity Management and Intergroup Leadership in US Corporations. In Crossing the Divide: Intergroup Leadership in a World of Difference. Boston: Harvard Business School Publishing Corporation.

Hamdani, M. R., & Buckley, M. R. (2011). Diversity goals: Reframing the debate and enabling a fair evaluation. Business Horizons, 33-40.

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