Tag: IBM

Case Studies: Cross-Cultural Mentoring

Even the most progressive companies often show gaps in talent development, especially when it comes to women, Blacks, Latinos and Asians. Both independent research and DiversityInc’s own research show that formal mentoring programs with cross-cultural emphasis are the keys to creating a sustainable level of talent ready to move up…

Why Mentoring Is Not Optional at IBM

Mentoring isn’t an option at IBM (No. 17 in The 2012 DiversityInc Top 50 Companies for Diversity). It’s a heavily weighted performance metric that is critical to the company’s talent pipeline, especially when it comes to senior management. Specific mentoring goals, in particular those with a cross-cultural and cross-gender component,…

Are Global Resource Groups Worth Your Investment

Could your company benefit from starting global resource groups While only a handful of companies have implemented these initiatives so far, global resource groups are helping develop local country business goals while keeping overall corporate values in mind. InWhy You Need Global Resource Groups, four companies’ diversity leaders reveal the…

How Do Resource Groups, Mentoring and Accountability Drive Engagement

By Shane Nelson Q: What are the top drivers of employee engagement A: Employee engagement can be a barometer of how well diversity efforts have been implemented. In the workplace, high employee engagement leads to increased retention rates and higher productivity, which helps to drive down costs of replacing employees…

How ERGs Increase Engagement

How do you make your employee-resource groups effective across all cultural groups and issues More than 150 chief diversity officers and senior executives from more than 75 companies attended our November 2010 event in Washington, D.C., discussing this and other questions on diversity management. Thoughtful and focused discussions facilitated by…