Workplace Mentoring

Mentoring is an important component of job and skill development. It allows newer and/or less-experienced workers to build the expertise they need to move up the ladder. It also helps employees familiarize themselves with the ins-and-outs of an industry or space they may be new to. Mentoring therefore is also by its very nature an imbalance of power. Someone with more power, standing, and know-how is assisting someone with less.

The fraught nature of this power imbalance was thrust into conversation as more and more instances of workplace sexual harassment came to light following the #MeToo era of 2019. Mentoring became the site of workplace sexual harassment (chef Eduardo Jordan), as well as an excuse by perpetrators to justify their misconduct (former Governor of New York Andrew Cuomo).

What followed was an interesting response by those in positions to mentor. Instead of addressing the workplace cultures that may foster sexual harassment, regardless of its potential of occurring within or outside a mentor-mentee relationship, men in particular became reticent to engage in mentoring. A survey published by LeanIn found that 60% of male managers were uncomfortable engaging in work activities with women such as mentoring. Instead of workplace sexual harassment being dealt with, we are seeing a lack of mentorship opportunities for women, trans, and non-binary employees. As mentoring is key to professional advancement, equity-deserving employees are yet again paying the cost in a way that looks different, but stems from the same misunderstandings of how to behave appropriately in the workplace. The other unspoken consequence is that people will continue to mentor those that look like them out of a fear of doing or saying the wrong thing. This is particularly problematic in predominantly white and male spaces.

Choosing not to mentor women is not the solution to preventing workplace sexual harassment. If anything it will further perpetuate the problem by reducing the diversity of our workplaces and by explicitly or implicitly communicating to mentees that this kind of approach is acceptable. How can we make mentoring better and safer for all?

Start with your workplace culture. If your culture is one of safety and respect with a zero tolerance policy for harassment, your mentorship programs have a better chance of being just as safe. Next, formalize your mentor process by building it into your organization. When your process is formalized, you can begin to carefully vet and select your mentors. Make it clear that the mentorship relationship is reciprocal. Both voices are voices of value, and both parties can learn from each other. Lastly, create an official channel for feedback so that those involved in the mentorship program can submit their thoughts and reflections on the process. These are just some of the ways you can enhance mentoring at your workplace while keeping it safe and equitable for all.

Esquire - You Can Be a Mentor Without Being a Creep About It

Forbes - Navigating Mentorship In An Era Of #MeToo

LOHUD - When mentoring goes awry: What does workplace coaching look like in the #MeToo era?

LeanIn - Sexual Harassment Backlash Survey

Chief Learning Officer -5 Strategies To Diminish Sexual Harassment and Toxicity in Mentoring

 

Fast food workers' rights

Lots of students and young people are looking for jobs at this time of year, so we want to remind them that workers in fast food have the right to safe and harassment-free workplaces.

Workplace sexual harassment in the fast food industry is gaining increased attention, especially with high-profile lawsuits against franchise owners of McDonald’s and Taco Bell. It is important to be mindful of the demographic of workers most impacted by workplace sexual harassment in this industry – young, disproportionately female and racialized employees.

Fast food work is an appealing option for a lot of young workers. The hours are flexible, which allows the work to be scheduled around school and other commitments. The job provides on-the-job training, requiring little to no previous experience. And some companies even offer competitive incentives like scholarship programs.

The flip side of this is that young workers are particularly susceptible to workplace sexual harassment. Some may be dependent on this income, and therefore less likely to complain about inappropriate behaviour due to a fear of reprisal. Others may be so new to the workforce that they normalize this behaviour or do not recognize it as wrong. Many do not know their rights, what they are protected from, or ways of reporting the behaviour. Additionally, young workers are often targeted for workplace sexual harassment and violence because they are perceived to have less social power and status in their workplaces – which is often true.

Job experience is crucial for young workers seeking to build their skill sets and develop attractive resumes. Workplace sexual harassment can cost young workers these opportunities. Additionally, it can communicate to young workers that sexual harassment and violence are normal and to be expected within and outside the workplace.

So what can we do about it? We can push youth organizations and schools to allow for education on worker’s rights at a young age. The SHAPE Project offers free education on workplace sexual harassment, and young workers’ rights to be protected. We can also start intervening in our own spaces, employment and otherwise, where we see inappropriate behaviour directed at youth.

If you are interested in our services and how you can keep young workers in all industries safe from workplace sexual harassment, contact your local SHAPE Project for more information.

*Victoria is the Community Legal Worker at Community Legal Assistance Sarnia where she coordinates the SHIW Project. She is passionate about being proactive in addressing workplace sexual harassment, especially for those in vulnerable, precarious, and low-wage employment”