HR, Diversity & Mentoring: A Correlation to Talent Development?

How can HR/diversity-management collaboration maximize mentoring results, such as engagement, retention and rate of promotions?

DiversityInc research shows that formal, cross-cultural mentoring has a direct correlation to talent development, which is measured in engagement, retention and rate of promotions. Dana Foote, partner, member of the diversity advisory board and co-chair of the Abilities in Motion Network resource group for people with disabilities at KPMG, reveals at our diversity event how her firm maximizes mentoring through HR and diversity-management collaboration. Watch the video below.


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

Johnson & Johnson Claims the No. 1 Spot on DiversityInc's Top 50 Companies for Diversity List at D&I's Keystone Event

With a record-breaking turnout of executives and sponsors, it was DiversityInc's biggest event yet.

DIVERSITYINC

Johnson & Johnson took home the No. 1 spot on DiversityInc's Top 50 Companies for Diversity list in front of a record-breaking audience on Tuesday night.

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KPMG CEO Lynne Doughtie: Building Trust by Adding Outside Directors

"We're now embarking on the important process of adding outside directors to our board," Doughtie writes in an Accounting Today column.

KPMG

By Lynne Doughtie, U.S. Chairman and CEO of KPMG

In today's complex and fast-moving global business environment, successful organizations regularly reassess their mission and responsibilities to the markets they serve. They raise a mirror to themselves – closely evaluating what they believe to be their proven tools – and determine if those tools remain fit for purpose. And leaders who steer these organizations – whether publicly traded companies or private partnerships – similarly must be willing to take a fresh look at the systems and structures they have in place to ensure their organizations are best positioned to thrive.

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