Adobe – Using Mentoring to Win

1. Adobe – Using Mentoring to Win • Adobe Systems Inc. – Leveraging an external Mentoring Program for High-Potential Women • Adobe offers high-performing women employees a chance to participate in the Women Unlimited TEAM and LEAD programs. Women Unlimited is a national organization that specializes in comprehensive leadership development and networking for achievement-focused women. • The LEAD program at Women Unlimited is a 12-month leadership development program for mid-level managers. The program includes a comprehensive leadership skills assessment, 12 monthly off-site development workshops, networking opportunities, individualized monthly action assignments, group and one-on-one mentoring, alumnae workshops, conferences, and newsletters. • The TEAM program is a six-month management development program for new managers and high-potential project/program leaders. • Adobe’s nomination process takes place once a year. High-performing and high-potential employees are nominated by their managers. Nominees receive support of her executive team member (LEAD) or VP (TEAM). The selection committee includes the manager of Engagement and Diversity, an executive team member, the head of the Learning and Development team, the head of HR, a participating mentor, and an alumnus of the program. Since 1998, 35 women have participated in the programs. • Managers and participants report significant improvements in delegation, time management, prioritization, leadership abilities, and greater visibility within Adobe.

2. Dell – Using Mentoring to Win • Dell – Creating a Mentoring Culture • The Executive Mentoring Program is facilitated by the company’s Global Diversity organization, which partners with business unit human resources leaders. The program is aligned with the company’s overall Diversity Initiative, developed from one of Dell’s four strategic initiatives: • Globalization • The customer experience • Product leadership • Building a winning culture • Mentees, mostly women and people of color, are identified as key talent and top performers with specific development needs. VPs and senior-level directors are required to participate as mentors as a component of their yearly evaluations. • There are more than 250 mentees participating in the program at any one point, along with 120 mentors. Dell has established developmental metrics that track retention and turnover and is currently working to confirm a clear connection linking this program with turnover cost-avoidance.

3. Intel – Using Mentoring and Networks to Win • Intel – Partnering to Develop Skills • Intel’s mentoring program developed in 1992 in response to several organizational concerns. First, various groups across the company were looking for ways to improve their ability to attract and retain diverse talent, including technical women and other under-represented minority groups. In addition, a method to help employees develop in a faster and more customized manner was needed. • Intel’s mentoring program is skill-based and has two components: • Do it yourself – which uses a web-based tool to match the mentor and the mentee (called “partner” at Intel) • Facilitated – pairs are arranged by a program manager. • Both approaches include a mentoring toolkit, resources, and training. • Employees are free to choose between either version and participation is completely voluntary. • Intel is building a qualification into the application that allows participants to select time zones from which they would accept a match. To deal with the complications of cultural nuances, Intel offers cultural training and has embedded liaisons in each geography to help make appropriate modifications to training materials, program, and communications. • Feedback and growing participation indicate that the mentoring program has positively impacted employee development. Approval ratings for the program consistently run 95% and above, and new groups continue to join the program regularly. Since its introduction, more than 6,000 employees have participated.

4. IBM - Using Mentoring and Networks to Win • IBM Corporation – Convening Women in Technology • IBM’s Global Women Leaders Task Force – Creating the Climate to Win is the culmination of internal assessments and culture change efforts that began in 1995. Two key components of IBM’s initiative that promote networking and building connections are the Global Women’s Leadership Conference ad the women in technology Conference. • IBM’s first Global Women’s Leadership Conference tool place in 1997 and provided a starting point for many subsequent initiatives. The original conference brought together 81 women from 19 countries to define common barriers to advancements and to brainstorm solutions. • in 1998, a second Global Women’ s Leadership Conference was held for more than 135 women form 29 countries. The goals were to review the status of the objectives set at the first session, assess stumbling blocks to accomplishing the strategy, and assist the geographies for their one-year update. Since then, conferences have been held in 2000 and 2003. • The Technology Subcommittee was created because of low representation of women in technical functions within IBM. The committee’s goals are: • To support the advancement and recognition of IBM’s female technical talent • To attract and recruit more qualified technical women to IBM • To enhance IBM’s image regarding women in technology • To work with outside organizations to influence the decisions of girls and young women to pursue education and careers in science and technology • The first biannual Women in Technology Conference was held in October 1998, and was attended by more than 500 women from 29 countries.

5. Learnings - Using Mentoring & Networks to Win • Successful mentoring programs are integrated with the organization’s strategic priorities and diversity goals. • Creating an expectation for executives and leaders to serve as mentors coupled with the use of accountability systems helps to foster a mentoring climate where mentoring happens naturally. It also sends the message that the organization is committed to developing future leaders. • Even in a company with a strong commitment and approach to informal mentoring and professional development, a structured approach to mentoring ensures that women and people of color are included.