KPMG, No. 22 in the 2012 DiversityInc Top 50, is one of eight leading companies that presented at our Managing Relationships Between HR & Diversity Departments event held in New York City.

Visit DiversityInc.com/events for a schedule of our upcoming learning sessions, such as our DiversityInc Top 50 Companies for Diversity Announcement on April 23 and 24 in New York City.

Video Minutes

00:58 The Four Success Factors of Mentoring

02:27 KPMG’s Mentoring Expectation

08:30 Business Impact: Advancement Opportunities & Senior Leadership

12:20 How to Improve Mentoring Through Sponsorship

16:05 Sponsorship at KPMG: Different than Mentoring

17:53 Audience Q&A Session

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Diversity leaders and HR experts from eight leading companies shared their proven strategies at our “Managing Relationships Between HR & Diversity Departments” diversity event held in New York City, revealing take-away best practices for maximizing organizational-behavior implementation and the successful navigation of corporate cultures.

Companies included: Sodexo, Toyota Motor North America, Novartis Pharmaceuticals Corporation, General Motors, KPMG, Accenture, Ernst & Young, and MasterCard.

Watch videos of the presentations in the player below. (For closed captions, press the CC button in the YouTube player.)

Click on the links below to view the presentations’ PowerPoint slides, available on DiversityIncBestPractices.com.

Managing Relationships Between HR & Diversity Departments

Should Diversity Report to HR?
Dr. Rohini Anand, Senior Vice President and Global Chief Diversity Officer, Sodexo

Working Collaboratively With HR
Recruitment & Talent Development: Dana Green, National Manager, Corporate Diversity & Inclusion, Toyota Motor North America

What HR Really Needs to Succeed
Rhonda Crichlow, Vice President and Head, U.S. Diversity & Inclusion, Novartis Pharmaceuticals Corporation

Navigating Large Organizations
Cindy Brinkley, Vice President, Global Human Resources, General Motors

Can Diversity & HR Leave Room for Organizational Development?
Dr. Walter McCollum, Senior Director, Organizational Development, Sodexo

HR, Diversity & Mentoring
Dana Foote, Partner, Member of Diversity Advisory Board, Co-Chair, Abilities in Motion Network, KPMG

HR, Diversity & Resource Groups
Pedro Suriel, Senior Executive, Accenture

HR & Communications
Karyn Twaronite, Partner, Americas Inclusiveness Officer, Ernst & Young

HR & Legal—Setting Goals
Donna Johnson, Chief Diversity Officer, MasterCard Worldwide

Panel on How to Build Synergy Between Diversity Departments & HR
Dr. Rohini Anand, Sodexo; Dana Foote, KPMG; and Pedro Suriel, Accenture

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The post Why Resource Groups Are Key to Mentoring Success appeared first on DiversityInc.

The sessions were led by chief diversity officers at companies especially chosen for their success in these specific areas, demonstrated by human-capital results. They are: Jennifer Christie, American Express (No. 14 in The 2012 DiversityInc Top 50 Companies for Diversity), on Resource Groups; Kathy Hannan, KPMG (No. 22), on Diversity Councils; Billie Williamson, Ernst & Young (No. 6) on CEO Commitment; and Ron Glover, IBM (No. 17), on Talent Development/Mentoring.

They shared their best practices in facilitated discussions on what other organizations are doing and what common concerns—and innovative solutions—are available.

Read the exclusive, four-part report, “Networking & Sharing on ERGs, Diversity Councils, CEO Commitment, Talent Development, Mentoring,” on DiversityIncBestPractices.com.

DiversityInc features highlights from their conversations in stories and video excerpts:

• Resource Groups: Why They Are Business-Resource Groups
  They bring in talent, help develop innovative people and connect with communities to drive sales 

• Diversity Councils: Why They Move the Needle
  Public support from the top and clearly defined goals link directly to business results 

• CEO Commitment: Why Visibility & Accountability Matter
  Senior executives are held responsible for results; middle managers buy in

• Talent Development/Mentoring: How to Find & Develop Hidden Gems
  Involve the entire organization in the process; use resource groups as key sources

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DiversityInc Top 50 data shows that formalized, cross-cultural programs lead to a rise in promotions from these underrepresented groups. Some companies have documented results in improved retention, engagement and productivity, as well as increased cultural awareness among white male managers.

A prime example of the benefits of mentoring and talent development is Sodexo (No. 2 in the 2012 DiversityInc Top 50). This company was able to quantify that its mentoring program delivers a $6 return for every dollar invested.

In this 90-minute diversity web seminar on mentoring and talent development, DiversityInc Senior Vice President and Executive Editor Barbara Frankel discusses the benefits of formalized, cross-cultural mentoring programs with Lou Miramontes, audit partner, KPMG (No. 22); Karen Kichline, vice president, learning and talent management, ADP (No. 27); and Lucie Neely, division vice president, human resources, national account services/globalview, ADP.

Readers will learn:

• How resource groups can help talent development by “cross-pollinating” mentor/mentee relationships
• Why mentoring should be available to all employees, even white men
• The personal benefits of becoming a mentor, and the not-so-obvious benefits of being a mentee
• Why mentoring is particularly important in developing female talent
• How to formulate an action plan for mentoring and talent development in your company
• What are the different roles of a mentor and mentee, and which generate the best results?

Watch the diversity web seminar on mentoring and talent development at DiversityIncBestPractices.com.

The post Diversity Web Seminar: How to Make Cross-Cultural Mentoring Your Talent-Development Action Plan appeared first on DiversityInc.

Synopsis:

At our spring event, DiversityInc convened a panel of executives from global companies who grapple with these issues and have devised successful business solutions for global talent development.

Participants:

Nancy Calderon, Americas Region Chief Administrative Officer and U.S. National Partner in Charge of Operations, KPMG, No. 22 in The 2012 DiversityInc Top 50 Companies for Diversity

Linda Clement-Holmes, Chief Diversity Officer and Senior Vice President of Global Business Services, Procter & Gamble, No. 5 in the DiversityInc Top 50

Pat Rossman, Chief Diversity Officer, BASF, one of DiversityInc’s 25 Noteworthy Companies

Sarah King, Executive Vice President of Human Resources, Wyndham Vacation Ownership (Wyndham Worldwide is one of DiversityInc’s 25 Noteworthy Companies)

Here are their best practices for global talent development:

1. Align global talent development with corporate business goals: Senior management should regularly review top talent globally as well as the diversity of slates for openings.
2. Stay true to global values, especially on human rights, while respecting local cultures: Offering a wide range of diversity-training programs that address global cultural competence at a local level is important, especially regarding LGBT and women’s issues.
3. Convince talented managers about the benefits of global assignments: Companies need to identify employees during the “sweet spot” of their career: early enough that life circumstances (i.e., family, homeownership, etc.) more easily allow for travel, yet late enough that the role is meaningful. 

Other best practices revealed in this article include providing global cultural-competence training and education for employees and their families before doling out assignments; helping ex-pats re-adjust at home; and leveraging multicultural and multinational resource groups. 

Click here to read this 1,396-word report, featuring case-study examples from these four global companies and additional video clips.

The full article is available to DiversityIncBestPractices.com subscribers. Not a subscriber? Click here to request subscriber information and pricing.

For more on global diversity, read Ask DiversityInc: Who Has Global LGBT Groups?

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Lou Miramontes, partner, KPMG (No. 22 in the 2012 DiversityInc Top 50 Companies for Diversity), Jim Norman, vice president, diversity, Kraft Foods (No. 7), and Nellie Borrero, managing director, global inclusion and diversity, Accenture (No. 12), discuss these issues in our diversity web seminar on diversity metrics/accountability.

Moderated by DiversityInc’s Barbara Frankel, senior vice president and executive editor, these diversity leaders reveal the keys to their diversity-management success through their measurement of diversity metrics and best practices such as resource-group membership, mentoring participation, philanthropy to multicultural organizations, and supplier diversity—and how they link executive compensation to the success of their diversity-metrics scorecards.

The 90-minute diversity web seminar, which is also available as a downloadable PDF, will offer readers comprehensive information in the form of case studies, including:

• Insight into key best practices in diversity management from our exclusive DiversityInc Top 50 data, such as mentoring, philanthropy and metrics measurements
• How KPMG determines its diversity goals and why it takes a layered approach to measurement
• What Kraft Foods’ diversity and inclusion initiatives are and how it uses a diversity-performance factor to hold leaders accountable for results in diversity management
• Why measurement helps Accenture fully utilize its diversity-management initiatives

Borrero says, “Building an inclusive and diverse workplace through a culture of sponsorship and measurement … is a journey.” Make sure your organization is prepared and is measuring the right metrics.

Watch the diversity metrics web seminar on DiversityIncBestPractices.com.

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Diversity metrics are vital to improving diversity-council effectiveness. It’s challenging to hit a bull’s-eye if you don’t have a target in sight. Similarly, your diversity council can only be successful if there are defined goals and diversity metrics to achieve. These diversity metrics can be demographic, but improvement goals also can deal with areas such as procurement, diversity training, participation in resource groups and mentoring.

In the 2,687-word Effective Diversity Councils: A DiversityInc Roundtable article, Jennifer Christie, chief diversity officer and vice president of executive recruitment at American Express (No. 14 in the 2012 DiversityInc Top 50); Raymond Arroyo, chief diversity officer, Aetna (No. 24); and Kathy Hannan, national managing partner, diversity and corporate social responsibility, KPMG (No. 22), discuss the best practices of effective diversity councils and how diversity metrics play a pivotal role in diversity management.

Among the best practices, readers will learn:

• The different types of diversity-council structures and how diversity metrics and goals are developed
• How involved the CEO should be in diversity-council initiatives and why visibility is a key component for success
• Why 60 percent of DiversityInc Top 50 companies link compensation to diversity goals and what pushback and challenges are common when instituting this practice
• Why resource-group leaders should be included on the council in rotational roles

Additionally, watch the diversity web seminar on diversity councils for a comprehensive presentation of diversity-council best practices from IBM (No. 17) and jcpenney (No. 35).

The post How Diversity Councils Use Diversity Metrics to Set Goals That Get Results appeared first on DiversityInc.

Lou Miramontes, partner, KPMG (No. 22 in The 2012 DiversityInc Top 50 Companies for Diversity), Jim Norman, vice president, diversity, Kraft Foods (No. 7), and Nellie Borrero, managing director, global inclusion and diversity, Accenture (No. 12), discuss these issues in our diversity web seminar on metrics/accountability.

Moderated by DiversityInc’s Barbara Frankel, senior vice president and executive editor, these diversity leaders reveal the keys to their diversity-management success through their measurement of best practices such as resource-group membership, mentoring participation, philanthropy to multicultural organizations, and supplier diversity—and how they link executive compensation to the success of their diversity scorecards.

The 90-minute diversity web seminar, which is also available as a downloadable PDF, will offer readers comprehensive information in the form of case studies, including:

• Insight into key best practices in diversity management from our exclusive DiversityInc Top 50 data, such as mentoring, philanthropy and metrics measurements
• How KPMG determines its diversity goals and why it takes a layered approach to measurement
• What Kraft Foods’ diversity and inclusion initiatives are and how it uses a diversity-performance factor to hold leaders accountable for results in diversity management
• Why measurement helps Accenture fully utilize its diversity-management initiatives

Borrero says, “Building an inclusive and diverse workplace through a culture of sponsorship and measurement … is a journey.” Make sure your organization is prepared and is measuring the right metrics.

Watch the diversity metrics web seminar on DiversityIncBestPractices.com.

The post Diversity Web Seminar on Diversity Metrics: Which Are Most Valuable to Diversity Management? appeared first on DiversityInc.

Diversity management must begin with visible leadership. This means that the CEO and executive team must lead by example and be visible supporters of diversity as a business driver while holding their direct reports accountable for results.

DiversityInc’s Diversity Councils networking lunch was facilitated by Kathy Hopinkah Hannan, national managing partner, diversity and corporate responsibility, KPMG (No. 22 in The 2012 DiversityInc Top 50 Companies for Diversity and the 2011 Top Company for Talent Pipeline). During the lunch, participants were able to discuss how their diversity councils operate and what diversity-management strategies are most effective to generate sustainable results. The lunch took place during a DiversityInc event in Washington, D.C.

In this 1,348-word article, Why Diversity Councils Move the Needle for Business Results, we present the key highlights, including:

• Why accountability to the CEO/senior leaders is essential to diversity-management success
• How to set goals and ensure middle management buys into diversity management
• What the necessary valid metrics are to see diversity goals produce sustainable and measurable results

Diversity leaders and senior executives from ING, TD Bank, American Express (No. 14 and the 2011 Top Company for Employee-Resource Groups), Target (No. 30), jcpenney (No. 35), Kaiser Permanente (No. 3 and the 2011 Top Company for Executive Development) and Aerotek all weighed in during the session.

“From a very strategic level, we have the visibility of the CEO and active engagement. We refer to this as ‘authentic visible leadership,’” said Hannan.

Additionally, Hannan cited the leadership of KPMG’s council’s executive chair, CEO and Chairman John Veihmeyer, who also spoke during the DiversityInc event. Visit www.DiversityInc.com/kpmg-leadership to watch his speech on diversity management and why it is imperative for CEOs to be vigilant and visible supporters of diversity.

Read the full article, Why Diversity Councils Move the Needle for Business Results, at DiversityIncBestPractices.com.

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