No area of diversity management is more essential to business success than deep-rooted, publicly stated support from the top, including signing off on executive compensation linked to diversity goals and chairing the diversity council.
Wonder what it takes to get to the top? Read these tips on how to climb the corporate ladder from Aetna's Ronald Williams, one of only four Black CEOs of a Fortune 500 company.
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Read this story from the June 2007 issue of DiversityInc magazine. Which presidential candidate's staff is the most-and-least diverse? DiversityInc's investigation, unveiled in the June issue of DiversityInc magazine, turned up some surprising news.
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Read this story from the Special Fall Issue 2006 of DiversityInc Magazine. Nothing communicates the value of diversity at a corporation better than CEO commitment and incentive-backed diversity goals. By linking compensation directly to measurable achievements, diversity demonstrably is shown to be of equal value to all line-management business objectives
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Read this story from the November 2006 issue of DiversityInc Magazine. These eight diversity champions give you practical advice and offer insights on how they've helped transform corporate culture from the inside.
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This article appeared in the December 2006 issue of DiversityInc magazine. Mike Thomas doesn't discriminate. He has an intense love for all forms of music. But pin him down and he'll confess that his true passion is for jazz.
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Read this story from the November 2006 issue of DiversityInc Magazine. Case studies of how CEO commitment catapulted 3 companies from 'noteworthy' to the Top 50.
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Businesses succeed by holding their executives accountable for meeting measurable, obtainable goals. Diversity management, as an integral part of the line operations of a business, cannot succeed without that same level of accountability. A CEO's vision for diversity is a critical first step, but there will be no substantial progress unless management has specific, quantifiable goals tied directly to rewards and penalties.
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Read this story from the Special Issue Fall 2006 of DiversityInc Magazine. Businesses succeed by holding their executives accountable for meeting measurable, obtainable goals. Diversity management, as an integral part of the line operations of a business, cannot succeed without that same level of accountability.
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Competition is more intense than ever. Earning a spot on the Top 50 requires a constantly evolving commitment to diversity, led by the CEO. Read this story from the June 2006 issue of DiversityInc magazine.
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CEOs and CDOs at the Top 50 companies speak openly about epiphanies, discrimination and commitment to diversity. Read this story from the June 2006 issue of DiversityInc magazine.
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