Diversity MBA Magazine - Fall 2008 - (Page 20)

Be s t Pr ac tice S e ssion:Diver sit y Ne x t Pr ac tice s and not assume that one approach fits all. It was additionally recognized during the session that there’s currently a lot of discussion about diversity on corporate boards. Companies have discovered that having a diverse board is not only critical to defining and achieving business goals, but a proven way to make better business decisions. This prompted questions to the panel such as, “Why do you think that has been stirred up now and why do you think corporations ought to pay attention? What do you see as the major impact of a diverse corporate board? How do they help or hurt the corporate environment, the ability to recruit and retain top talent, the ability to effectively market products and services?” etc. Barnes noted, “Diversity on corporate boards is extremely important. It’s not fully demonstrated unless it is observed at all levels of an organization. If diversity of thought, communications styles, and problem solving is important for the company’s employees, that same sentiment must be demonstrated at the very top. I think the ability to recruit and retain talent and market effectively are helped by marketing to the external world that diversity is a business imperative. Potential employees and clients make decisions based on what differentiates the company, and a diverse board is a strong indication of the importance of diversity and inclusion to a firm.” The discussion ended with the understanding that building a diverse and inclusive organization was everybody’s responsibility. All acknowledged that the job of furthering efforts within corporate America to create and sustain a diverse workplace must continue and can only be measured and truly seen as successful when best to next practice sessions such as this were no longer needed. |dMBA| 20 w w w. d ive r s it y mb a ma g a z in e. c o m #5 JPMorgan Chase & Co., New York, NY/Chicago, IL James Dimon, Chairman and CEO 170,000 employees www.jpmorganchase.com JPMorgan is a leading global financial services firm with assets of $1.6 trillion that operates in over 50 countries. 39.6% of its employees are minorities, with 8.9% at the executive/senior level, and 59.4% are women, with 24.7% at the executive/senior level. CEO Jaime Dimon chairs JPMorgan’s Corporate Diversity Council, and in 2007 appointed a Diversity recruiting executive, reporting to him, to focus on hiring and retaining diverse talent at the mid-and senior levels. Each business division has a diversity action plan, and a diverse slate of candidates is required for all job openings. JPMorgan maintains a website that serves as a portal for information on diversity and inclusion. JPMorgan actively recruits from HBCUs. Employees are invited to join networking groups, funded by the firm. It offers workforce diversity training through classes, seminars, webinars, special events and online training, and hosts management development events, such as its annual Black Leadership Forum. “From their beginning as a grass roots initiative for employees to come together around common interests and concerns, Employee Networking Groups at JPMorgan Chase have evolved into a key resource for achieving business and diversity goals – as well as a leadership and career development tool for their global membership. Other areas of impact include surfacing issues with senior management and helping promote an inclusive workplace culture for everyone at JPMorgan Chase.” - Mark Settles, Managing Director, Diversity Recruiting Executive – JPMorgan Chase #6 Metropolitan Life Insurance Co., New York, NY C. Robert Henrikson, Chairman, President and CEO 49,000 employees (E) www.metlife.com MetLife remains focused on activities that advance its commitment to diversity in the workforce, workplace and marketplace. Each department develops and implements Diversity Business Plans that focus on recruitment, retention, communication, talent development, representation and leadership accountability. MetLife has built a strong diversity community that includes an Enterprise Diversity Council of senior managers from each line of business, six affinity/employee groups that promote professional and personal development through peer support and educational and http://www.jpmorganchase.com http://www.metlife.com http://www.diversitymbamagazine.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Fall 2008

Diversity MBA Magazine - Fall 2008 Contents Letters to the Editor In Your Own Hands Editor's View Business Briefs Off the Shelf Diversity MBA 2008 Awards Gala and Leadership Forum "Diversity Next Practices" Illusion of Inclusion Good Is Not Enough Revisiting Your Personal Brand Discover Your Power Voice Authentic Leadership In An Ever-Changing Marketplace Stopping the Brain Drain: How Companies Can Keep Talented People of Color Corporate Succession Planning - How Do You Fit In? How To Manage Virtual Teams Beyond Demographics Recruit, Recognize, Retain, Reinvest – Winning the Talent Acquisition Game Leave Ego at the Door Modernizing Supplier Diversity Taking the Leadership High Road… When You Can Find It Think Boardroom Bound; It’s Happening Who's Who In Diversity Fail to Succeed 4-Star Start-Up, Chris Ward: Character Above All Get Them at Hello – Tips to Improve Your Marketing Kit Sonny Vu, Entrepreneur A World at Your Fingertips Big Brother Wants Your Bank Account Stepping Off The Corporate Ladder HR Focus with Monica Ross A Unique New England Vacation Bold Caballeros y Noble Bandidas Women of Color and Cancer: The Chicago Phenomenon Being Single Isn't Easy International MBAs Flock To U.S. Schools Smart Strategy Gadgets+Gizmos Advertiser's Index

Diversity MBA Magazine - Fall 2008

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