Ideally, it would be someone to show them the ropes, give friendly advice, offer an ear. Ideally, a mentor should be from the senior ranks of your department, but outside of the mentoree s direct line of reporting. Limit the commitment to a short period say six months initially, and then the two parties can decide whether they want to continue the relationship or not. Sixth, use your databank of the skills and competencies of visible minority employees in your departments, with their consent, to staff vacant positions. When there are vacancies, draw the attention of the hiring managers to potential candidates from your databank.
Good information makes the most compelling story.
A regular report card to the senior management team on the percentage of visible minorities hired, promoted, given acting or other developmental assignments can very effectively focus the mind. Eighth, in the same vein, we all, managers and HR specialists, have a responsibility to set the right expectations and to give each person an honest assessment of the possibilities his or her skills, gaps, developmental needs, and potential, as we see it. A representative public service does not mean that every person of colour will automatically be promoted. Nor does it mean that when someone is not offered a particular job or opportunity, it s because the manager is racist. If we want to deal with people in a truly honest and respectful, way we cannot succumb to some shallow politically correct, but ultimately dishonest, way of behaving.