Diversity-management case studies show what succeeds and what fails in six companies: two with skilled knowledge workers, two hospitality companies and two consumer-packaged-goods companies.

By Barbara Frankel FIRST STEPS 1. Decide which one or two groups are most important to your business needs. • Most companies start with women and Blacks because those employees are most readily identifiable. • Avoid having a “multicultural” or “people of color” group because different racial/ethnic demographics have different [...]

How are resource groups helping Wells Fargo reach the rapidly growing Asian-American market?

Why has outreach to the LGBT community been a top priority for Wells Fargo?

Here’s how a 93-year-old company with no resource groups established five, with 20 chapters in four corporate centers, in less than a year.

All four areas measured in the survey are equally important, but these specific questions in each area will help you attain stronger results.

Eighty-three percent of Sodexo employees believe diverse colleagues are valued for their differences. How can you measure your employees’ engagement?

This former NFL-player is now Panera Bread’s first diversity leader—and the company’s already rolling out Black and Latino resource groups this year.

What best practices do companies use to commemorate MLK Day and align celebrations with diversity-management strategies? How important is it to make the day a holiday?

When allowing employees to celebrate the holidays with tasteful decorations and celebrations, how do organizations make sure that people are not offended?

Six leading companies reveal best practices to get your senior execs invested in resource groups—and how it improves learning and motivation.

Workplace diversity includes ALL employees. See how companies are showing white men what’s in it for them.

Here’s how an innovative resource group has improved Brown-Forman’s employee engagement and business productivity.

By sponsoring or joining these groups, executives get bidirectional learning and can find and motivate talented employees.

These CEOs don’t just want results from senior leaders—they expect their execs to have a personal investment in diversity.