ETHICAL ISSUES IN HRM

Mentoring Programs for Women and Minorities

There have been many discussions recently regarding how more women and minorities can break through the glass ceiling. Data suggests these groups are underrepresented in the top echelons of organizations. Several reasons for this have been well documented. One centers on the issue of mentoring.

Constantly changing workforce composition, employment legislation, and changing societal views of women and minorities in the workplace have increased mentoring relationships for this group. Organizations such as Citi Group, Allstate Insurance, General Mills, and Verizon Wireless have developed special mentoring programs for women and minorities, creating a sort of “jump start” to the relationship. In some respects, this may be the best way at this time to help further advance these two groups. The prevalence of the glass ceiling dilemma attests to that. On the other hand, can a mentoring relationship be forced and regulated? The crux of these relationships is for an individual to be- come close to his or her protégé in an effort to further the career. Won’t forcing two individuals together lead to a constrained relationship? Given the degree of potential conflict between the two, more harm than good for the protégé’s career may result.

Question:

1) Write little introduction to this case

2) Should women and minorities receive special treatment in the mentoring relationship by having organizational policies dictating who will mentor and how?

3) Should special guidelines ensure that mentoring for women and minorities occurs?

4) And what about the white male? Is he being left out? What do you think?