July Virtual Conference

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Diversity's Many Roles: How Mentors, Sponsors and Allies Each Play a Part in Inclusion

Everyone has a part to play in creating more diversity, equity and inclusion. What are the best ways for employers to define those roles and support them? How can managers act as matchmakers to cast productive partners in these roles? What does it mean to be an ally–and even an accomplice in helping to challenge the status quo? How can employees be encouraged to make the effort and take the risks involved in helping others advance their careers?


From Day One is a Recertification Provider for SHRM and HRCI. This session is eligible for 3 credits from both organizations. The Activity IDs will be sent to attendees after the conclusion of the session.


Michael Lopez

Hewlett Packard Enterprise

Ellen McGirt


Sue Schmidlkofer


Nichelle Grant


Janine Yancey


Sam Levine


Jeffery Walker


Dion Bullock


Zack Rubinstein

Expedia Group

Emily Nordquist

Loyola University of Chicago

Willie Jackson


Vince Guglielmetti

Intel Corporation

Lydia Dishman

Fast Company

Sandra Borders

Commonwealth of Massachusetts

Elizabeth Stock

PDXWIT (Portland Women in Tech)



Mentorship and Sponsorship–Their Key Strengths and How to Promote Them

Traditional mentorship can be beneficial in handing down skills, wisdom, and corporate culture. Sponsorship, in which leaders bring their organizational power into play, can be even more effective, especially in the realm of diversity. How can corporate leaders decide which role is appropriate in a given situation? What can employers do to inspire and motivate their managers to serve in these roles?

Being an Ally: How to Inspire and Encourage It Among Workers

One of the best ways to boost diversity and inclusion is for employees to support coworkers who are different from them. Many people shy away, however, because it may feel uncomfortable and they fear making awkward mistakes. But there are ways to encourage employees and give them guidelines for allyship, even if they're imperfect at it. The next step: taking risks on behalf of colleagues, becoming their accomplices in producing needed change in an organization.

How Employee Coaching Has Evolved to Boost Inclusion and Impact

One-on-one coaching used to be reserved for top executives, but employers now realize that it serves a vital role at many levels. As coaching becomes more democratic, how can it become part of a company's overall learning-and-development culture? In what ways does that improve a company's employee-value proposition? And in the hybrid workplace evolving now, what is the role of digital-coaching platforms and peer-to-peer coaching in promoting employee engagement?