Opportunity for advancement past entry-level positions was impacted by systemic inequity, with staff of color being disproportionately impacted. We saw that more entry-level classifications were not getting the same opportunities to attend conferences, work on projects, or engage in professional development training at the same rate as management was. Additionally, being that our system is also a County government department, there were many instances of confusion about the civil service process, and people felt frustrated by the inability to promote. The confusion about the process was compounded by the disparate opportunities staff had, depending on where they were located. Some managers encouraged staff at every level to take part in training, while others rarely did. Even with managers who encouraged staff to engage, their day-to-day duties made it nearly impossible to act in a mentoring capacity with any consistency.

Our mentorship program is innovative by including both FT and PT staff; focusing on classifications that are often overlooked; combining a cohort model for mentees with individual pairings with a mentor; providing liaisons from the planning team to work with a mentee/mentor pair for the duration of the year; giving priority to unrepresented staff; having executive level management dedicated to mentoring entry-level staff; diving into purposeful discussions about white supremacy structures and power imbalances. We include group discussions, guest speakers, small cohorts, guidance for both mentees and mentors, and recorded in-person and virtual mock interviews with extensive preparation beforehand and analysis after.

We have completed 2 cohorts (2 years of the program) thus far. Within our first cohort, one of the mentees promoted two steps above their existing job classification, becoming a library manager. Each member of both cohorts has expressed that the activities, discussions, and tools they received during the program have increased their confidence, job satisfaction, and feelings of belonging within the organization. Some of the mentees have gone on to attend conferences, further their professional development as part of statewide leadership programs, and increased their engagement within our system as a result of learning how to advocate for themselves. The use of the Staff Development Specialist as a member of the program planning and facilitating team has contributed to a culture change across the organization, stemming from this program, resulting in new professional development standards across our system.