Leading D&I for a minority majority company, SVP of HR and D&I Jacqueline Welch reveals strategies that drive results.
By Debbie Bolla
Industry research shows that diversity and inclusion (D&I) efforts can provide organizations with a competitive edge: McKinsey reports that the most ethnically diverse companies are 35 percent more likely to outperform their counterparts and Bersin by Deloitte research finds that inclusive companies are 1.7 times more likely to be innovative leaders in their fields. Jacqueline Welch knows this—and more. As senior vice president of human resources and diversity and inclusion and chief diversity officer at Freddie Mac, she has made D&I a real priority for the organization. Here, she shares how to increase, communicate, and measure D&I efforts.
Experts offer best practices for executing a more inclusive relocation strategy.
By Marta Chmielowicz
Molly is an experienced sales manager at a company that is expanding its operations to India. She is a single mother of two children—one of whom has special needs and requires therapy and tutoring. The new location has an opening for a regional sales manager, but she feels she is overlooked due to her complex family situation.
Three strategies that help managers enable their employees to succeed.
By Amy Leschke-Kahle
At work, a team can mean many things. Organizations can have a team of executives or a team of frontline workers. They can have a hierarchical team, a flatter team, or a dynamic team that brings together contractors and full-time employees from disparate groups or practices depending on the project at hand. Whether it’s in the field of hospitality, technology, or on the shop floor, teams are where work lives. But increasingly, more and more work gets done in groups outside of the organizational chart.
By D. Zachary Misko
Sensitivity, confidentiality, and insight are all required of great HR leadership. However, the nature of most HR issues requires the utmost discretion. In perhaps no other role does the phrase “lonely at the top” describe daily life as well as it does for the CHRO. There is no more daunting task than to help an organization get hundreds, thousands, or tens of thousands of employees all striving in the same direction and all agreeing to common goals and cultural precepts. However, where do HR leaders go for advice, support, or best practices? There are few answers to that question that come even close to the many choices available for other C-suite officers.
For that reason, in a landmark collaboration, HRO Today magazine and the Wharton Center for Human Resources have combined forces to create the CHRO Today Executive Network (C-TEN), which officially launched in November of 2017, for CHROs. A program for talent acquisition leaders was also created and launched in January of 2018: the Talent Acquisition Leaders Executive Network Team (TALENT).
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