Category: PDJ
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
By Tisa JacksonVice President of Diversity and Inclusion, Union Bank, N.A You may have heard the adage that training is a process and not an event. As you build a diversity training program, you must go beyond basic ‘sensitivity training’ and a problem-oriented approach, and aim for a deeper level of organizational change. In the… Read the full article
Diversity training is evolving. Dr. Marie Philippe explains how organizations can capitalize on it.
By Linda Jimenez Chief Diversity Officer and Staff VP – Diversity & Inclusion WellPoint, Inc. I’ve been a diversity practitioner for 13+ years and have been involved in some aspect of diversity training within each industry in which I’ve worked—property and casualty insurance, grocery retail, pharmaceutical, hospitality and healthcare. Following the inauguration of our first… Read the full article
Kathy Hopinkah Hannan Title: National Managing Partner, Diversity and Corporate Responsibility Company: KPMG LLP Corporate Headquarters: New York City, NY Website: www.us.kpmg.com Primary Business: Audit, tax and advisory services Employees: 21,000 (US) Vision of the Future What diversity and inclusion challenges remain today? One of the challenges facing diversity and inclusion will continue to be… Read the full article
Jimmie Paschall Title: Senior Vice President, External Affairs and Global Diversity Officer Company: Mariott International, Inc Corporate Headquarters: Bethesda, Maryland Website: www.mariott.com Primary Business: Global hospitality Revenues: $10.91 billion Employees: 300,000 including franchised properties Vision of the Future The concept of corporate diversity and inclusion (D&I) continues to evolve. Leveraging D&I is increasingly seen as… Read the full article
