|
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.
|
Career Advice From a Black Fortune 500 CEO
By Eric L. Hinton
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. ...more
|
Whose Presidential Campaign Is Worst for Diversity?
By Jennifer Millman
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. ...more
|
Money Talks: Diversity Incentives Make the Difference
By Won Kim
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 ...more
|
Coca-Cola: From Discrimination Suit to Diversity Leader
By Sakina Spruell
Read this story from the January/February 2007 issue of DiversityInc magazine. How did the beverage giant change its corporate culture after facing the largest racial-bias lawsuit in U.S. history? DiversityInc had exclusive access to all the key players in this amazing transformation story, including the CEO, the head of the court-appointed task force and the plaintiffs' attorney. ...more
|
Real Success Stories
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. ...more
|
Merging Passion and Business: Mike Thomas
By Won Kim
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. ...more
|
Holding Managers Accountable for Diversity Success (Part I of II)
By Yoji Cole
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. ...more
|
Thought Leaders Speak Out on Diversity
By T.J. DeGroat and Yoji Cole
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. ...more
|
Holding Managers Accountable for Diversity Success
By Yoji Cole
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. ...more
|
More Racial and Educational Diversity for CEOs
The business world looks far different than it did just a few years ago. Part of it has to do with new leaders making their way to the top offices. Over the past decade, more people of color and some women have claimed spots among the corporate elite. The 2005 DiversityInc Top 10 Companies for Recruitment & Retention list reported that women were 24.4 percent of all CEOs and top-level executives, while blacks were 7.4 percent, Asians were 3.7 percent and Latinos were 3.7 percent. But CEO commitment to diversity was high, regardless of the gender, race or ethnicity of the CEO. The same list reported that all of the CEOs from those companies personally review diversity metrics and programs; all support supplier-diversity initiatives; 80 percent have direct or one-direct-report removed responsibility for the diversity director or chief diversity officer; and 67 percent ensured that funding for diversity increased ...more
|
|
|
|
