Category: PDJ

by Catalyst Mentoring is a simple idea that can have powerful effects. The impact and potential benefits of formal mentoring programs—those in which organizations match mentors and mentees, designate minimum time commitments, monitor relationships, and evaluate the program—can span entire careers. A common misperception about formal mentoring is that it doesn’t work—that it cannot provide… Read the full article

by Linda Jimenez Chief Diversity Officer and Staff Vice President—Diversity & Inclusion WellPoint, Inc. In the past 50 years, as technology has made tremendous advancements, the power of the media has also gained increased influence as more individuals are able to access real time information with greater rapidity. Increasingly, we live in a society dependent… Read the full article

by Steve Medina Brand Manager MillerCoors, U.S. Hispanic Sales To be successful in business, companies not only need to provide quality service to their customer base, but ultimately they need to truly connect with their customers. MillerCoors is focused on building a workforce and supplier base that represents the diverse ethnic and gender groups that… Read the full article

American Airlines constantly competes to earn the business and loyalty of its passengers and clients. In order to succeed in today’s marketplace, it is imperative that we at American Airlines not only embrace the diversity of our customers and clients, but of our own team and the world around us.

By Jeanne De Amicis Stitt Vice President, Marketing UnitedHealthcare In order to secure resources to better focus on the multicultural marketplace, a company must show quantifiable return on investment. It is more than fostering a diverse work force and adapting to diverse and changing market demographics. During annual and quarterly resource allocation and priority processes,… Read the full article

We talk a lot about the necessity for business managers to “take ownership” of diversity and inclusion efforts. But we often fail to give them the support we routinely provide to managers filling other crucial roles in the business.

In today’s tough business climate, getting ahead is tough for any professional—whether seasoned executive or entry-level. And while every organization has their rules and regulations, as mandated by handbooks, performance review procedures, or by senior leadership, others are left implicit—unwritten—for employees to decipher on their own.

By Jennifer Anderson Marketing Director, Pitney Bowes Mail Services In 2009, I had the honor of being asked to Chair the Pitney Bowes Employee Giving Campaign, a position that involves leading a diverse group of select employees at all levels, from all divisions. As Chair, I faced significant challenges posed by the global economic environment.… Read the full article

By Debra Clayton Human Resources Manager, Verizon As a Human Resources manager, I work closely with my clients to identify and develop solutions for issues impacting the workforce. Increasingly, it has become a challenge to effectively respond to constantly changing economic, customer, and workplace requirements. To identify areas of opportunity, my team conducted field visits… Read the full article

By Anna Pintsov Vice President, HR innovation AXA Equitable Life Insurance Company Workplace flexibility is a topic that is discussed almost on a daily basis. As our workplaces become more inclusive, we must continue to refine our flexibility programs. During these tough economic times, some employers have answered the call by instituting new programs to… Read the full article