by Trevor Wilson Author and Global Human Equity Strategist TWI Inc. “We need someone who is genetically programmed to recognize and avoid serious risks, including those never before encountered. Temperament is also important, independent thinking, emotional stability and a keen understanding of both human and institutional behaviour. i’ve seen... Read more
by Patty Martin Vice President, Global Diversity Eli Lilly and Company As scientific technology improves, it is becoming increasingly clear that there are differences in patient outcomes based on a variety of factors, such as genetics, environment, race or ethnicity, and cultural differences. These differences contribute to the fact... Read more
by Steve Medina Brand Manager MillerCoors, U.S. Hispanic Sales To be successful in business, companies not only need to provide quality service to their customer base, but ultimately they need to truly connect with their customers. MillerCoors is focused on building a workforce and supplier base that represents the... Read more
American Airlines constantly competes to earn the business and loyalty of its passengers and clients. In order to succeed in today’s marketplace, it is imperative that we at American Airlines not only embrace the diversity of our customers and clients, but of our own team and the world around us.
by Jeanne De Amicis Stitt Vice President, Marketing UnitedHealthcare In order to secure resources to better focus on the multicultural marketplace, a company must show quantifiable return on investment. It is more than fostering a diverse work force and adapting to diverse and changing market demographics. During annual and... Read more
We talk a lot about the necessity for business managers to “take ownership” of diversity and inclusion efforts. But we often fail to give them the support we routinely provide to managers filling other crucial roles in the business.
In today’s tough business climate, getting ahead is tough for any professional—whether seasoned executive or entry-level. And while every organization has their rules and regulations, as mandated by handbooks, performance review procedures, or by senior leadership, others are left implicit—unwritten—for employees to decipher on their own.
By Jennifer Anderson Marketing Director, Pitney Bowes Mail Services In 2009, I had the honor of being asked to Chair the Pitney Bowes Employee Giving Campaign, a position that involves leading a diverse group of select employees at all levels, from all divisions. As Chair, I faced significant challenges... Read more