What diversity-management best practice can deliver top-notch results for both a defense contractor and a financial-services/insurance firm? A visible and effective diversity council.
Northrop Grumman (No. 42 in The 2012 DiversityInc Top 50 Companies for Diversity) and Prudential Financial (No. 9) both utilize their diversity councils to oversee diversity management and drive the success of inclusion programs. It’s one strategy that has helped these companies improve retention, employee engagement, leadership accountability and market outreach.
Each company, however, has realized this success through very different council models. Northrop Grumman follows a more traditional structure, where its council operates as a separate entity of senior-level executives. Prudential follows a more integrated model in which their general executive council aims to tie diversity into everything that the company does.
In this 90-minute diversity-council web seminar, Sylvester Mendoza, corporate director of diversity and inclusion & EEO at Northrop Grumman, and Emilio Egea, vice president of human resources and chief diversity officer at Prudential Financial, discuss with DiversityInc Senior Vice President and Executive Editor Barbara Frankel their diversity-council framework, as well as the diversity-management best practices that have generated significant results.
During the diversity web seminar presentation, readers will learn:
- The difference between internal and external diversity councils and the benefits that each can bring to diversity initiatives
- The importance of CEO commitment and involvement in diversity councils to set firm goals and hold leaders accountable for reaching diversity metrics
- The key characteristics and attributes diversity-council members at Northrop Grumman must have to be selected as diversity leaders, plus the company’s key council goals
- The constituents of Prudential’s “head, hand and heart” diversity model and why it is so critical to the firm’s success in addressing customer needs and building their talent pipeline