Category: Innovations in Diversity Award

Knowing the onboarding experience is key to career success—yet particularly critical for entry-level ethnic minority professionals—Ernst & Young LLP created EY Unplugged in 2011. EY Unplugged is a learning program that provides tips and tools to ethnic minority professionals during their first year with the firm.

General Mills’ initiative, referred to as the Partners in Diversity, assesses diversity at outside law firms and directs spending to those firms which share a commitment to diversity.

Each year, Ingersoll Rand’s Everest Program brings together a group of twenty diverse employees to participate in a global, action-learning experience for upcoming leaders.

Lincoln Financial’s Women’s Business Resource Group (BRG) recognized that men and women think and engage differently on the subject of financial and retirement planning.

In 2012, New York Life’s African American Employee Resource Group proposed a development program, Ladders, designed to target diverse employees at the early stages of their careers.

Novartis Pharmaceuticals AG is actively addressing the gap in female leadership gap and fostering gender diversity. A key component of this strategy is the Executive Female Leadership Program (EFLP), launched in 2010 by Joe Jimenez, then head of Pharmaceuticals Division and now CEO of Novartis.

The Hispanic consumer represents 11 percent of new vehicle registrations in the U.S. and each automotive brand wants to know if their Hispanic share is increasing, declining, or neutral.

As the provincial lead of Pathways: IEHP Support, Bridging and Integration, Saskatoon Health Region’s primary goal is to support internationally educated health professionals (IEHPs) employed within Regional Health Authorities (RHAs) in Saskatchewan to successfully bridge into their health profession.

Women in Retail (WIR), initiated in Canada in 2010, provides female associates with tools and resources to develop their careers, including mentor/sponsorship programs, workshops, networking opportunities, and a champion in each business unit.

Aerotek’s WWM strategy, espoused to further D&I, is representative of their innovative culture and personal and professional passions. The resulting framework has incorporated the creation of a D&I Executive Board, regional boards, and regional task forces.